Staffing, Recruitment and Volunteers: Building A Winning Sports Event Team

SportAccord 2006Seoul, 5-6 April 2006

Giovanni PuliceManaging DirectorSecurity, Venue Services and Operations PlanningTOROC

Knowledge Transfer:

How Host Cities Can Learn From One Another

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This document was prepared exclusively for the benefit of SportAccord delegates and does not carry any right of publication or disclosure to any other party. This presentation is incomplete without reference to, and should be viewed solely in conjunction with the oral briefing provided by Giovanni Pulice. The information in this presentation is based upon management forecasts and reflects prevailing conditions and our views as of this date, all of which are accordingly subject to change. No right to publish or distribute this document is either expressly or implicitly allowed to third party. The present original document was produced by Giovanni Pulice and no third party may claim any right or paternity on it. No part of this document may be reproduced. The entire document or part of it may not be used for any personal interest without any previous written authorization from Giovanni Pulice.

© 2006 Giovanni Pulice. All rights reserved in accordance with rules of law and international agreements.

This document was prepared exclusively for the benefit of SportAccord delegates and does not carry any right of publication or disclosure to any other party. This presentation is incomplete without reference to, and should be viewed solely in conjunction with the oral briefing provided by Giovanni Pulice. The information in this presentation is based upon management forecasts and reflects prevailing conditions and our views as of this date, all of which are accordingly subject to change. No right to publish or distribute this document is either expressly or implicitly allowed to third party. The present original document was produced by Giovanni Pulice and no third party may claim any right or paternity on it. No part of this document may be reproduced. The entire document or part of it may not be used for any personal interest without any previous written authorization from Giovanni Pulice.

© 2006 Giovanni Pulice. All rights reserved in accordance with rules of law and international agreements.

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Agenda

Knowledge Transfer: How Host Cities Can Learn From One Another

Staffing, Recruitment and Volunteers: Building A Winning Sports Event Team

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Transfer of Knowledge – Main elements

ToK Elements Description

Specific Advisor Services

Consulting services by advisors with Event experience on a specific subject.

Workshops & Seminars

Meetings on specific subjects - such as a functional area or key phase of the organisation’s life cycle - to exchange and capture knowledge and identify key outcomes for the OC.

Remote AssistancePeriodic conf call for continue assistance provided by advisors.

Observers’ Programme

Programme which allows for Games time observation by future OCs1 & Bid City staff, providing key opportunities for interaction and observation.

Secondment Programme

Programme which allows staff from future OCs to work within previous OC1 to gain Game time experience.

Event DebriefingPost-Event seminar driven by the OC to transfer lessons learned and recommendations to future organisers

Event Extranet Knowledge repository of Event information.

Research ServicesServices offered to locate and present available information for key learning and analysis.

Visual Transfer of Knowledge (VTOK)

Video footage on operations from previous Event which captures the visual element of Event organisation and key testimony from staff.Note: 1Organizing Committee

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Transfer of Knowledge produce direct results and …

AwarenessAwareness

- Direct Results -- Direct Results - - Main tools -- Main tools -

Basic Education

Basic Education

Project Assistance

Project Assistance

Technical Knowledge (methods and

tools)

Technical Knowledge (methods and

tools)

Observers’ Programme Visual Transfer of Knowledge

Workshops & Seminars Research Services Event Extranet Secondment Programme

Specific Advisor Services Remote Assistance Research Services

Workshops & Seminars Secondment Programme Event Debriefing Event Extranet

Illustrative

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… supports the accomplishment of strategic outcomes

Tranfer of knowledge

Basic EducationBasic Education

Technical Knowledge

Technical Knowledge

Project Assistance

Project Assistance

AwarenessAwareness

- OC1 Overall level -- OC1 Overall level -

Note: 1Organizing Committee

RisksRisks

CostsCosts

ComplexityComplexity

Illustrative

The strategic outcome for an effective transfer of knowledge is a positive contribution to reduce risks, complexity and costs for the

Organizing Committee

The strategic outcome for an effective transfer of knowledge is a positive contribution to reduce risks, complexity and costs for the

Organizing Committee

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Torino 2006 - ToK used tools

ToK ElementsLevel of Usage

Notes

Specific Advisor Services

To improve the effectiveness is required a significant involvement in design phaseWorkshops &

Seminars

Remote Assistance

Used by some F.A. to extend the benefits of Advisors services

Observers’ Programme

Secondment Programme

Event Debriefing

Event Extranet

Research Services

Limited usage to find additional documents not available in the extranet

Visual Transfer of Knowledge

(VTOK)

Useful in the early stage of project and for training activities

Illustrative

TOROC is the 1st OCOG supported by OGKS services and the 2nd using the IOC ToK program

TOROC is the 1st OCOG supported by OGKS services and the 2nd using the IOC ToK program

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There are different levels of knowledge transferability

Illustrative

- Level of Context -

Difficult to transfer

Easy to transferEasy to transfer

- Level of Structure -

Context related

Not context related

Structured Knowledge

Not structured Knowledge

SecurityAccreditation

Technology

Authority Relations

Games Program

Management

Protocol

SportVenue

Operations

Budget

Integration & Coordination

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For each type of knowledge there are appropriate tools and documentation useful for ToK Illustrative

- Level of Context -

Difficult to transfer

Easy to transferEasy to transfer

- Level of Structure -

Context related

Not context related

Structured Knowledge

Not structured Knowledge

Standard Policy & Procedures

Technical Manuals

Best Practices

Tools

Case Study

Observation

Secondment

Operating Manuals

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Firms and individuals are powerful knowledge agents

Illustrative

Event Services Provider

Event Services Provider

Event OwnerEvent Owner

Event Organizer

Event Organizer

Event Services Provider

Event Services Provider

Event Services Provider

Event Services Provider

Individuals are powerful knowledge agents, first of all for not structured knowledge

Some firms developed distinguishing knowledge on specific functional areas

The Event organizer are not in the position to transfer the knowledge owned by Event services provider

Event Owner must balance between consulting and monitoring roles

- Event Knowledge Owner -- Event Knowledge Owner -

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Emerging topics require innovative approaches for knowledge management

Long-term project planning

Overall program coordination

Issue and Risk management

Cross-F.A. issue management

Cross-F.A. integration Cross-F.A. team

facilitation Complexity

management

- Emerging Topics -

Initiative driven by Event Owner: Case study production based on

success stories Best practices development

based on different implementation

Initiative driven by firms: Knowledge consolidation based

on successful implementation Recruiting of specific knowledge

experts Consolidation of different offers Alliance/Collaboration with

external consulting firm

- Potential Approach -

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Knowledge Level

n - 7n - 7

n - 6n - 6

n - 5n - 5

n - 4n - 4

n - 3n - 3

n - 2n - 2

n - 1n - 1

nn

- Learning by planning -

GLOBAL STRATEGIC PLAN

STRATEGIC PLANS

CONCEPTS OF OPERATIONS

FUNCTIONAL OPERATIONS PLAN

POLICIES AND PROCEDURES

FOUNDATIONFOUNDATION

STRATEGIC PLANNINGSTRATEGIC PLANNING

OPERATIONAL PLANNINGOPERATIONAL PLANNING

TESTING AND DELIVERY

TESTING AND DELIVERY

Readiness Level

Event Readiness Exercise

Venue Readiness Exercise

Tabletop & Simulation

- Learning by testing -

Test Events

There is a interesting opportunity to anticipate testing and exercise in order to increase the readiness, shorten the planning cycles and reduce the cost

of changes

Learning by planning vs. Learning by testing

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Agenda

Knowledge Transfer: How Host Cities Can Learn From One Another

Staffing, Recruitment and Volunteers: Building A Winning Sports Event Team

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Long-term strategic vision and superlative execution are critical to achieve the goals

Long-term Strategic Vision

Superlative Execution

Inclusive – represents all stakeholders

Holistic – combines economic, social and environmental goals

Forward-/outward-looking– Not constrained by the past– Fully cognizant of global developments and

scenarios

Practical– Clear prioritization of actions and resources– Creation of autonomous implementation

entities

Inclusive – represents all stakeholders

Holistic – combines economic, social and environmental goals

Forward-/outward-looking– Not constrained by the past– Fully cognizant of global developments and

scenarios

Practical– Clear prioritization of actions and resources– Creation of autonomous implementation

entities

Clear vision and goals (success-metrics)

Integrated planning, encompassing all interdependent variables

Clear decision-making authority and responsibilities

Intensive progress-monitoring and risk management

Rigorous cost management and creative revenue-generation

Seamless information-sharing and communications

Mechanisms to ensure continuity over long timeframe

Clear vision and goals (success-metrics)

Integrated planning, encompassing all interdependent variables

Clear decision-making authority and responsibilities

Intensive progress-monitoring and risk management

Rigorous cost management and creative revenue-generation

Seamless information-sharing and communications

Mechanisms to ensure continuity over long timeframe

Critical Success FactorsCritical Success Factors Critical Success FactorsCritical Success Factors

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The process of bidding, planning, and executing a Event requires significant levels of coordination, expertise

Mega-Scale

(Olympic Games,

for example)

Large-Scale

(World Football Cup, for

example)

Source: A.T. Kearney

Size of Event

Bid Set-up Planning Build-outDeploy-ment Hosting

Post-event

manag.

Time (months)

48-60 6-12 6-12 36-48 6-9 1-2 6-12

18-24 6-93-9 24-36 3-6 3-61-2

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Various phases of planning need to be conducted through the event life-cycle with increasing levels of confidence and granularity

Level ofConfidence

Source: A.T. Kearney analysis

Specificity/Granularityof Plans

Low

Low

High

High

Bid

StrategicPlans

ConceptualPlans

OperationalPlans

Event Hosting

Complia

nce

Phase

Operatio

nal

Phase

Event

Visio

n

Post-EventPlans

Debrief

Phase

ILLUSTRATIVE

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liceTesting and

DeploymentTesting and Deployment

Operational Planning

and Build-out

Operational Planning

and Build-out

Conceptual Planning

Conceptual Planning

Set-Up and Strategic Planning

Set-Up and Strategic Planning

• Establish event vision• Form OC• Formalize alliances with

Government and other key stakeholders (NOC, IOC etc)

• Obtain early sponsorships

• Obtain broadcast rights agreements

• Establish brand / image• Initiate public

communications• Capture OGKS/TOROC

best practices• Finalize strategic plan• Recruit senior managers• Establish program

management capability

• Finalize proposed venues• Develop construction

plans and tender documents

• Build site master plans, including City and Urban planning

• Develop functional area conceptual plans

• Develop venue conceptual plans taking into account cost of legacy issues

• Determine requirements of resources and develop financial budgets

• Establish merchandise program

• Arts Festival / Ceremonies planning

• Recruit middle managers and build-up staff

• Refine venue specific plans and initiate a "venuization" mindset

• Finalize operational plans for each functional area

• Procurement of facilities, goods and services

• Complete construction

• Initiate overlays• Appoint venue

managers• Recruit volunteers• Prepare for ticketing• Launch aggressive

public communications

• Establish transport• Begin city

preparations• Finalize event

programs

• Fit-out venues• Host test events• Train staff and volunteers• Shift of staff to venue

teams • Commence ticket sales /

distribution• Establish all command and

control structures • Open IBC, IMC• Finalize protocol details• Install look• Rehearse ceremonies

Source: Sydney Olympics Planning, A.T. Kearney analysis

Key Activities

The emphasis changes considerably over the event life-cycle but requires a sustained deliverables focused management mindset

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A focused ‘set-up’ implementation team can augment current organizational capabilities and be the ignition to jump-start a successful and effective strategic planning phase

ExecutiveLeadership

ProgramManagement

Alliances/External

CommunicationEvent Roadmap

Implementation Workstreams

OrganizationSet-Up and Governance

Budgeting/ Financial

Management

Mega-sports event organization is complex also in terms of involved workforce

0

10.000

20.000

30.000

40.000

50.000

60.000

1988 1992 1994 1998 2002 2006

Calgary Albertville Lillehammer Nagano Salt Lake Torino

Paid

Volunteers

Contractors

Total

- Total workforce in Olympic Winter Games -

Calgary Albertville Lillehammer Nagano Salt Lake1988 1992 1994 1998 2002

Paid 832 814 1.361 2.081 6.243Volunteers 9.799 8.834 12.140 30.890 20.466Contractors 11.969 11.307 10.040 19.767 24.777

Total 22.600 20.955 23.541 52.738 51.486

Torino2006

1.82716.01330.96148.801

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Planning, deploying and hosting a major sports event, is a unique and highly complex undertaking

Unique characteristics of a major-sports event

• Vast range of organisations, entities and stakeholders with competing priorities and timelines

• Complex political environment

• Transient, non-permanent nature of the event organizing committee

• Extensive media coverage and high profile nature of the event organisations

• Long timeframe (from bid to post-event teardown can take in excess of ten years)

• Sizeable budgets involved

• Non-negotiable deadline

• Complex inter-dependencies between all aspects of the event organisation

• Infrastructure and equipment that must be installed and de-installed in a relatively short timeframe

Organizational implications

Evolving and flexible organization StructureEvolving and flexible

organization Structure

Development of Cross-functional

integration enablers

Development of Cross-functional

integration enablers

Development of comprehensive

Volunteers Program

Development of comprehensive

Volunteers Program

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Organizational structure has to evolve several times to address operational priorities (1/2)

StrategicStrategic Planning PlanningStrategicStrategic Planning Planning

OperationOperational al

Planning/ Planning/ implementimplement

ationation

OperationOperational al

Planning/ Planning/ implementimplement

ationation

ExecutioExecutionn

ExecutioExecutionn

Winning BidWinning Bid

Measure Success Measure Success

Phase 1Phase 1

Phase 2Phase 2

Phase 3Phase 3

Human resource policies should enable requirement to quickly ramp-up the organization as the event approaches

Human resource policies should enable requirement to quickly ramp-up the organization as the event approaches

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Organizational structure in strategic planning phase

Winning BidWinning Bid

External support is needed across many dimensions of event organization, therefore in the first stage of the organization lifecycle is crucial to define a comprehensive governance structure tailored for each stakeholder (Government, Transport Agencies, Security,..)

In the strategic planning phase the organizational focus is on the acquisition of functional competencies. Therefore is critical to:

- clearly define functional responsibility and address some critical/overlapping areas of responsibility

- set some general principle/guidelines to be used in the future to allocate responsibilities on “border issue” among functions

In order to maintain a consistent and synchronized approach since the beginning of the event’s organizing activities, it’s critical to immediately hire all the first and second reporting lines of the organization

Phase 1Phase 1

StrategicStrategic Planning Planning

Phase 1Phase 1

StrategicStrategic Planning Planning

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Organizational structure in the operational planning and execution phases

It is critical to maintain the functional perspective and focus on key competencies, the progressive evolution towards a more operating stage require to:

- reinforce the governance structure through a rationalizations of the decision making process (i.e bring together, creating a single point of responsibility, functions with strong operational interaction/homogeneity of competencies)

- define a utilize a consistent issue/risk escalation and resolution approach

- ensure continuous and consistent communication between decision making bodies

Phase 2Phase 2

OperationOperational al

Planning/ Planning/ implementimplement

ationation

Phase 2Phase 2

OperationOperational al

Planning/ Planning/ implementimplement

ationation

In the execution phase the organizational focus moved on the integration of competencies distributed at territorial level (venues) to “deliver the event”

It is crucial to identify in advance the integration point (decision/communication flow) that will occur in the final stage of the event, as well the path to allocate personnel ( including training needs) to the different venues

ExecutioExecutionn

ExecutioExecutionn

Measure Success Measure Success

Organizational structure has to evolve several times to address operational priorities (2/2)

WinningBid

WinningBid

Testing

and Execution

n-7n-7 n-6n-6 n-5n-5 n-4n-4 n-3n-3 n-2n-2 n-1n-1 nnn-8/9n-8/9

BIDBID Strategic Planning

Games Games timetime

Infrastr. Commercial Operations.

CEO

StaffProgr. Mgmt

IT

Costr.

Mkting.

ImmagSponsor.

Trasport

SportAccom.

?Center

Territory

Venue 1Venue 2

Venue 3

Venue 4

Venue n

Transport Accomod.Technolog.Imagine & Comm

Operational Planning/

implementation

Dir. Gen.ManagingDirector

Chairman SupervisoryOffice

Board

Acquisti…

Acquisti…

Acquisti…

Acquisti…

Acquisti…

Acquisti…

Acquisti…

Acquisti…

Acquisti…

CommunityRelations Environment Security

Program Management

Marketing & Spoonsorship

Imagine & Communication Technology

Constructions Finance

Dir. Gen.ManagingDirector

Chairman SupervisoryOffice

Board

Acquisti…

Acquisti…

Acquisti…

Acquisti…

Acquisti…

Acquisti…

Acquisti…

Acquisti…

Acquisti…

CommunityRelations Environment Security

Program Management

Marketing & Spoonsorship

Imagine & Communication Technology

Constructions Finance

Focus on acquiring and developing functional competencies

Focus on defining roles and responsibilities

Focus on the integration of competencies distributed at territorial level

Focus on defining centralization vs. decentralization decision accountability

Focus on rationalizing decision making process

- Combining functions with a common scope of activity

- reduce number of reports to speed-up decision making process

ILLUSTRATIVE

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There are two main streams and models to be developed

Key StreamKey Stream

Governance Model

Governance Model

Organizational Model

Organizational Model

A holistic approach needs to be taken when defining the organization model and the integration points. We first need to define and identify the many stakeholders (including Government, Metro agencies, Sponsors, Partners, IOC etc) and identify the points of interaction with them

The organization changes based on the phase of the event lifecycle. It is not necessary to completely define the entire organization and all integration touch points that will occur during the final stages of the event.

What is perhaps more important is to identify the key deliverables for each phases.

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Organization and governance evolution

CEO

Staff

MOC

Venue 1 Venue 2 Venue NOperatingWorkforce

COO

CEO

Infrastructure Commercial Operations

IT

Construction

Marketing.

Image

Sponsorship

Transportation

Sport

Accommodation

Best Practices

• Rapid organisation establishment

• Evolving structure and size over the event-life-cycle – from a planning to a venue focused organisation

• Balance between process and functional view of organisation

• Clear roles, responsibilities and accountabilities

• Obtain the required competencies and skills – use of third-party expertise

ILLUSTRATIVE

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The ability to integrate competencies towards results is crucial for the successful execution of the Event

The necessity to start the activities using a functional structure to concentrate knowledge for a wide spectrum of competencies, requires to identify mechanism which pushes the inter-function cooperation

To enable cross functional interactions, strengthening delivery effectiveness, the “organizational mechanism” to be used are: committee, project and process

Key guiding principles and clear responsibility has to be developed to deploy the organizational mechanism identified

It’s important to design coordination mechanisms from the early stage of development of the organizational structure

To facilitate the starting of the committees is important to define charters and promote the adoption of common working rules (i.e.: establish a consistent agenda and generate meeting minutes, create and publish a master calendar of when governance committees will meet,…)

It’s crucial to diffuse the project management culture defining clear principals and procedures (organize some workshop on project management principles and tools will help the adoption)

Organizational Model – Flight plan (1/3)

y - 6 y - 4

Definition of Stakeholder

Map

Definition of Stakeholder

Map

Definition of rules of

engagements with

3rd parties

Definition of rules of

engagements with

3rd parties

Set-up of the

Governance

Structure

Set-up of the

Governance

Structure

Start acquisition of

functional competencies

Start acquisition of

functional competencies

Definition of functional

responsibilities and span of

accountability

Definition of functional

responsibilities and span of

accountability

Set-up of

Functional

Structure

Set-up of

Functional

Structure

Development of Strategic Plan by

Function

Development of Strategic Plan by

Function

Start identification of cross functional

enablers (Committees,

Transveral projects, processes)

Start identification of cross functional

enablers (Committees,

Transveral projects, processes)

y - 5 y - 3

Strategic Planning

Organizational Model – Flight plan (2/3)

y - 3

Mapping of key decision-making

process

Mapping of key decision-making

process

Organization rationalization through combination of areas

with common activities

Organization rationalization through combination of areas

with common activities

Set-up of organization

by cluster

Set-up of organization

by cluster

Start design of Games Time

Structure

Start design of Games Time

Structure

y - 2

Operational Planning

Definition of issue/risks

escalation/resolution approach

Definition of issue/risks

escalation/resolution approach

Definition of communication process among

decision making bodies

Definition of communication process among

decision making bodies

Organizational Model – Flight plan (3/3)

y - 2 y - 1

Design of Games Time

Structure

Design of Games Time

Structure

y – 6/9 months

Execution

Definition of Central vs Decentral decision

accountability

Definition of Central vs Decentral decision

accountability

Identification ofresources and

training requirements

Identification ofresources and

training requirements

Definition of Games Time

roles and responsibilities

(Central vs Decentral)

Definition of Games Time

roles and responsibilities

(Central vs Decentral)

Games Time

Definition of transition

plan toward Games Time

model

Definition of transition

plan toward Games Time

model

Migration to Games Time

Structure (Venuization)

Migration to Games Time

Structure (Venuization)

Games Time organization

implementation

and management

Games Time organization

implementation

and management

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Vertical expertise and general project management

• Ability to integrate different F.A.

• Cross-F.A. issue management

• Knowledge on specific functional area

• Transfer of knowledge on Olympic Games

• Focus on challenges related to the specific F.A.1

• Ability to manage operational activities

- Project Managers -- Vertical Expert -

Main

are

as

of

contr

ibu

tion

Main

are

as

of

contr

ibu

tion

Note: 1Functional Area

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Vertical expertise and general project management

• Transfer of methodologies with specific experience on Olympic Games

• Previous Editions experience and lesson learnt

• Risks database • Policies & Procedures

database• Realistic scenarios and

triggers database

• Knowledge on OCOG structure and organization

• Knowledge on OCOG issues and challenges

• Planning and Project coordination

- Project Management -- Vertical Expert -

Main areas of

contribution

Main areas of

contribution

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Volunteers Management – Key points

The number of necessary resources and the involvement of the whole organization impose to start with the activities for volunteers at least 3 years before the sports event

Workforce planning should be managed as a whole (volunteers, contractors, paid staff) from the beginning of the Games time organization definition in order to avoid further needs of realigning roles and activities

An active involvement of the Functional Areas in the whole Volunteers project is required to maintain an alignment between requirements and the recruiting process

Sources selection has to be focused on the regional area working closely with local authorities and associations. Other opportunities should also been explored to cover volunteers’ positions with specific skills

The length of the recruiting process, due to the elevated number of resources, enforce to maintain a high level interest and attention of the selected volunteers before the sports event: retention campaigns have to be organized

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Volunteers – main dimensions

VolunteerVolunteerSelection &Selection &

ManagementManagement

VolunteerVolunteerSelection &Selection &

ManagementManagement

• General HR policies– Age– Availability– Positions available for

volunteers• Functional areas demand &

requirements:– Headcounts– skills

• General HR policies– Age– Availability– Positions available for

volunteers• Functional areas demand &

requirements:– Headcounts– skills

Demand & requirements

Demand & requirements

• Workforce planning• Volunteers application• Recruitment &

Registration• Interview• Training• Assignment• Accreditation• Uniforming• Scheduling• Communication &

Retention

• Workforce planning• Volunteers application• Recruitment &

Registration• Interview• Training• Assignment• Accreditation• Uniforming• Scheduling• Communication &

Retention

• Organizational activities since n-3

• Test Events: n-2 e n-1• Games Time

• Organizational activities since n-3

• Test Events: n-2 e n-1• Games Time

• Area of activity (local vs national)• Experienced volunteers (social,

sports, etc.) focus• Contact strategy (associations vs

big public)• Value proposition

• Area of activity (local vs national)• Experienced volunteers (social,

sports, etc.) focus• Contact strategy (associations vs

big public)• Value proposition

Business ProcessesBusiness Processes TimingTiming

Volunteers sources

Volunteers sources

An efficient ed effective volunteers management represents a key step for the success of the event and for

its economic sustainability

An efficient ed effective volunteers management represents a key step for the success of the event and for

its economic sustainability

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A detailed demand estimation and qualification is required to address the volunteers recruiting and management process

Activity

Goals

Main Impac

ts

G-4 G-3 G-2

•Volunteers first Headcount

•Volunteers Budget.

•define Application form•identify "skills

demanding" Job Titles•define Interview

process

•Headcounts estimate•Volunteers Budget review•Uniforming, Interview and

Training requirements definition, costs estimate and planning

Job Title Consolidation& Operative details

Job Title Consolidation& Operative details

Job Title definition & Skill RequirementsJob Title definition

& Skill Requirements

General requirements and

headcount assessment

General requirements and

headcount assessment

Each FA collects a first draft of Volunteers requirements.

Standardized Job Title definition. For each Job Title, first qualification expressed by FA in term of main activities, level of responsibility, skill requested/preferred, target sources for recruiting

Consolidation of the Job Title data. Identify operative aspect like:– Job Title vs Venue– shifts type– volunteers available period – Estimation demand

•Volunteers Budget. • identify priorities in sources activation

•Interview process definition

•Workforce Planning

•Accreditation•Workforce Planning•Process development

(Interview, Uniforming, Training)

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Sourcing & communication strategy is based on Sportive Values and strictly related to the local social structure and culture

Target SourcesTarget

Sources

Functional Areas

Requirements

Values

Local culture and background

Communication strategy

Communication strategy

Value proposition

Value proposition

Sources activation strategy

Volu

nte

ers

A

cq

uis

ition

Volu

nte

ers

A

cq

uis

ition

Sources prioritization

Volunteers attraction

Focus on Associations vs on

large public

Focused on intangible values: sport passion, team spirit, values

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The number of local potential sources addressed is very wide and must be prioritized

•Medical services•Social assistance•Civil commitment•Ambient•Culture •Sponsors

•Professional associations

VolunteersVolunteers

Other associations

Other associations

CompaniesCompanies

Volunteers AssociationsVolunteers

Associations

Schools and University

Schools and University

•High Schools•University•Professionals schools

•Army associations•Retired people associations•Local Associations: Mountain

communities, etc. •Institutions: City, Province,

Region

Sports Associations

Sports Associations

•Regional Committee of Sports Federations

•Sports Institutions •Sports associations

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To gain consensus and involvement by local entities specific fidelity programs have been developed

Corporate Volunteers Program

Corporate Volunteers Program

Sports Associations Program

Sports Associations Program

Associations Volunteers Program

Associations Volunteers Program

Volu

nte

ers

V

olu

nte

ers

S

ou

rces

Sou

rces

develo

pm

en

td

evelo

pm

en

t

Volu

nte

ers

V

olu

nte

ers

S

ou

rces

Sou

rces

develo

pm

en

td

evelo

pm

en

t

University Volunteers Program

University Volunteers Program

Contents

•Promotion of Volunteers Program

•Co-operation in recruiting and training

•Provide specific skills for some volunteers positions

•Legacy to Volunteers Associations

•Rewarding for Corporate and Associations

•Visibility in communication

Needs

Rewarding

Volunteers management processes span from usual HR to operations requiring a mix of competencies

Uniforming• Uniform models definition

and volunteers accessories set

• Needs evaluation• Activities for badge

production and distribution

Accreditation• Coordination logistic

activities for badge production and distribution

Meal & Accommodation

• Planning & management of local accommodation for Volunteers

• Voucher distribution for meals

Volunteers Venue locations

• Planning of Volunteers spaces (rest room, lockers, etc.) inside the Venues

• Agree on security processes for Volunteers spaces and meal distribution

Volunteers communication

• Channels strategy• Communication plan• Call center

management• Relationship

management (newsletter, events, etc.)

Retention• Definition of

Retention program • Rewarding &

recognition initiatives• Games time

communication tools and strategy

Positions definition

• Skills and personal requirements

• Qualifications needs• Professional, sports

and volunteers experiences

Process volunteers

applications • Application form

development • Pre assignment of

candidates and selection for interviews

•Interview• Recruiters selection

and training• Contents and form

definition for interviews

• Interviews plan • Interviews

management• Management of

logistics

Estimate demand• Headcount estimate• Job title and position

definitionAssignment• Volunteers selection• Offers management• Acceptances

collectionScheduling• Process, parameters

and work load definition

• Shifts plan definition• Volunteers

assignment to shifts• Scheduling system

definition and presences reporting

Recovery plan• Management last

minute needs or shifts changes not manageable within the Venue

Contents of Training

• Training contents and structure definition (general, job specific, venue specific)

• Recruit and train trainers

•Training planning & management

• Define logistics• Volunteers program

and allocation in training sessions

• Training session management

Volunteers Planning

Volunteers Planning OperationsOperationsCommunicationCommunicationRecruitingRecruiting TrainingTraining

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Some of the Volunteers processes are operative far behind Games Time while some others last until the end of the Games

Games timeGames time

n-2 n-1 n

PlanningAssignment

Scheduling

Acquisition

Processes

n-3

Pre-Games timePre-Games time

Position skills & req.Process application

Interviewing

General

FunctionalVenue

Relationship Management

Uniform Plan

Recovery

Uniform distribution

Meal and Accommodation

Retention

Venue Vol. operation

Process deployment

Process management

RecruitingRecruiting

Volunteers Planning

Volunteers Planning

OperationsOperations

TrainingTraining

Communicat.Communicat.

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High volumes to be managed increase the complexity of Volunteers management processes (1/2)

y - 4 y - 3 / y - 1

guidelines and operative reference definition

Critical milestone and activities plan identification

Needs definition and profiling

Volunteers source identification

Media campaign strategy

guidelines and operative reference definition

Critical milestone and activities plan identification

Needs definition and profiling

Volunteers source identification

Media campaign strategy

Recruiting, interview, training, scheduling activities, start up

Reference definition and support process definition:Accreditation, Accomodation, Uniforming, IT systems,…

Test Event management system

Relations with volunteers sources

Media campaign launch and management

Management of communication and retention activity

Recruiting, interview, training, scheduling activities, start up

Reference definition and support process definition:Accreditation, Accomodation, Uniforming, IT systems,…

Test Event management system

Relations with volunteers sources

Media campaign launch and management

Management of communication and retention activity

PlanningPlanning

ImplementationImplementation

Execution

Games Time

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Direct volunteers management at venue/function level

HR support to the volunteers management

Recovery plan management

“Institutional” communication management with volunteers

Management of relations with volunteers sources

Direct volunteers management at venue/function level

HR support to the volunteers management

Recovery plan management

“Institutional” communication management with volunteers

Management of relations with volunteers sources

ExecutionExecution

Execution

Games Time

Key management Key management themesthemes

Key management Key management themesthemes

• The number of resources necessary and the involvement of the whole organization impose to start the activities at least 3/4 years before the Event

• High increase of the operative volume and activities span as the event approaches

• Two reference macro-processes could be identified:

– sources development and management

– resources organization and management

• Need to consolidate operative model before y-1 (Test Event)

• The number of resources necessary and the involvement of the whole organization impose to start the activities at least 3/4 years before the Event

• High increase of the operative volume and activities span as the event approaches

• Two reference macro-processes could be identified:

– sources development and management

– resources organization and management

• Need to consolidate operative model before y-1 (Test Event)

High volumes to be managed increase the complexity of Volunteers management processes (2/2)

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Giovanni Pulice

Managing Director

Security, Venue Services and Operations Planning

TOROC - Torino Organising Committee XX Olympic Winter Games

Corso Novara 96 - 10152 Torino - Italy

Office: +39.011.1124940

Fax: +39.011.1126076

giovanni.pulice@torino2006.it

www.torino2006.org