Sports Industry

Background/context

JGC Group was successful in an open, competitive tender process to support 46 Western Australian sports associations with their workforce development planning process. These sports bodies manage and administer a broad spectrum of sports and recreational activity throughout the State.

All the sports have in common the need for specific workforce development strategies that encompass both paid employees and the large number of unpaid, volunteer workers the sports rely upon.

The challenge

The sports associations needed a good assessment of their current standing and help in developing for future needs.

  • Assessing the capacity and capabilities of the paid staff and the volunteer workforce at each organisation
  • Identifying and developing strategies to close workforce skills and capacity gaps
  • Determining the future paid and volunteer workforce skill needs
  • Facilitating the formulation of workforce development plans
  • Supporting the implementation of the plans

The JGC Group approach

JGC Group has an innovative approach to workforce development planning that enables organisations to analyse their current and future workforce needs. It helps establish and implement a formal planning process that satisfies organisations’ unique, identified needs. The methodology we used to produce the required results for the sports associations included:

  • Facilitating an interactive approach to deliver practical, pragmatic, cost-effective and immediate results
  • Application of the general principles of workforce planning ensuring the exact needs of the organisation are clearly identified
  • Undertaking a realistic assessment of what is achievable within the current resources and circumstances of an organisation
  • Applying common workforce development principles within the context of knowing that a ‘one size fits all’ model will not work
  • Application of standard workforce development principles to volunteer workers. This is a unique feature of the JGC Group approach.

The results

By mid-2014, 24 state sporting organisations had implemented workforce development plans. The project achieved broad success:

  • Improvement of overall planning processes
  • Better workforce engagement
  • Improved organisational structure
  • More formal volunteer coordination practices

A formal evaluation has shown that organisations value the workforce development planning process and are actively implementing the actions in their plans. A further 22 state sporting organisations are involved in the project during 2014/2015.