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MO2SEM Managing People in Sports and Events
Coursework: Managing People Business Insight
prepared by Efstratios Chiotis (6614067)
Date: 09/12/2015

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Table of Contents
1. Introduction……………………………………………………………………..3
2. Overview of the selected companies………………………………..3
2.1 Rugby Football League (RFL)…………………………………….3
2.2 PUMA SE………………………………………………………………….4
2.3 MasterCard………………………………………………………………4
3. Selected HR practices……………………………………………………….4
3.1 Workforce composition (equality and diversity)……...4
3.1.1 Definition…………………………………………………………….4
3.1.2 Comparison…………………………………………………………5
3.2 Training and talent development…………………………….6
3.2.1 Definition…………………………………………………………….6
3.2.2 Comparison…………………………………………………………7
3.3 Rewards and retention…………………………………………….8
3.3.1 Definition…………………………………………………………….8
3.3.2 Comparison…………………………………………………………9
4. Conclusion………………………………………………………………………10
List of References……………………………………………………………………11

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1. Introduction
Strategic Human Resource Management (SHRM) has emerged as a leading concept in
the field of business and management and has become a main concern for HR
practitioners from small-medium sized companies with just a few employees to large
multinational corporations that occupy millions of people (Salaman 2006). SHRM is an
approach that refers to how the aims of the organization will be acquired through
people. It refers to human resource strategies and combined human resource practices
and policies. Strategic Human resource management is also about viewing the people of
the organization as a strategic element for the acquirement of competitive benefit
(Huslid 2003). Consequently, SHRM has an implication to sport organisations as well.
Indeed, SHRM in current sports organisations is a challenging task in the context of
changing technologies, workforce composition and work patterns, community
expectations, employee expectations, employment legislation, and the increasing
impact of global competition (Taylor et al. 2008) and has to be addressed in all sectors
where sports organisations operate, from public like national governing bodies to
professional like sports franchises and even voluntary like a local youth sport club.
In the upcoming sections a descriptive analysis of some HR practice issues within the
context of the overall strategic plan of three companies will be held. The main focus will
be given to the Rugby Football League (RFL) which is a medium-sized organisation
operating in a national level. The comparison will be processed with PUMA, a global
company operating in the sports retail industry and at the same time with MasterCard,
an international corporation in the financial services sector which sponsors major sports
events worldwide, thus related to the sports industry in a way. Taking into account the
availability of data for the selected companies and the large pool of potential HR
practices to assess, only three of them were finally selected.
2. Overview of the selected companies
2.1 Rugby Football League (RFL)
The Rugby Football League (RFL) is the governing body for the sports of rugby in United
Kingdom (UK). The RFL administers and regulates the main championships and cups
among the states of the UK and is responsible for the promotion and development of
the game in grassroots level throughout the country. Recently the RFL has experienced
an increase in participation with a current involvement of almost 250.000 athletes
(increasing number of women and girls), managers, officials and volunteers. Rugby is
played all over the country, as well as in Universities, schools and the Armed Forces.
Indeed the sport itself is one of Sport England’s priorities and has declared profit for a
seven consecutive seasons (Rugby Football League n.d.).

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2.2 PUMA SE
PUMA is one of the world’s leading Sports Brands, designing, developing, selling and
marketing footwear, apparel and accessories (PUMA SE 2015). It is a German
multinational commercial company that distributes its products in more than 120
countries and employs more than 10.000 people worldwide. PUMA operates in an
international environment, facing fierce competition from other significant players in
the sports retail industry such as NIKE and ADIDAS. Therefore it has to continuously
adopt and adjust its strategies in order to maintain and improve its current position in
the market.
2.3 MasterCard
MasterCard is an American multinational financial services corporation with more than
50 offices and 10.000 employees around the world. MasterCard’s main operation is to
provide the technology needed to secure electronic transactions and payments among
consumers, businesses, institutions, etc. (MasterCard 2015). It is a globally recognised
organisation in the payments industry and is considered to have exemplar practices in
the field of human resource management, one of the main reasons of its sustainable
competitive advantage.
3. Selected HR practices
HR practices include a list of issues that vary from performance management and
employee engagement to leadership development and employment legislation among
others. Any given organisation has to consider thoroughly every issue and select the
practice that better fits in it, depending on its set goals and strategy. For the purpose of
this report and taking into account the information available for the selected
organisations, three practices were peaked and will be compared comprehensively in
the following part.
3.1 Workforce composition (equality and diversity)
3.1.1 Definition
From small-medium sized organisations that operate in a local scale with a few
employees and volunteers to large international corporations with offices and staff
spread around the world the workforce composition is an issue that highly concerns HR
managers. Indeed, equality and diversity in the workplace are two notions that have
gathered much of attention over the last years. The current changing demographics
(aging of population, increase of immigration, etc.), the introduction of protective
legislation and the internationalisation of societies among others has lead organisations
in all fields, including sports, to implement strategies in order to promote equality and
diversity in the workplace.

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3.1.2 Comparison
In the RFL official site it is stated that ‘equality and diversity is essential for the future of
the Rugby League’ (Rugby Football League n.d.). Despite being a national governing
body the RFL operates in an increasingly diverse society and needs to meet the
challenges arising from that. Through its dedicated section in its website about equity
and diversity the RFL promotes and communicates its policies to all possible
stakeholders. The RFL operates under the principles of the Equality Act 2010 that ‘offers
legal protection from discrimination based on a person’s gender, race, age, disability,
religion or faith and sexual orientation’ (Tullo 2010). There are references about
employing people from all backgrounds and the potential benefits of that, such as
increasing loyalty and retention or acquiring new skills and knowledge. However this
seems to be only a part of a more general approach that also includes athletes,
spectators and volunteers. Indeed there is no separate strategic plan for the workforce
composition neither a diversity training that will train employees about diversity related
issues and enforce an organisational culture of diversity (Taylor et al. 2008:246).
On the contrary, PUMA attempts to meet the challenges of the workforce composition
as part of it strategic human resources management and runs a diversity management
program in order to achieve this. Through this program training specifically for women
in management roles is offered and promotion of female employees to leading roles is
promoted (PUMA SE 2015). Furthermore it offers cross-cultural training to all new
recruits in order to ease their transition to its multicultural environment, take advantage
of their new perspectives and ideas and eliminate the challenges such as poor
communication, confusion, anxiety, stereotyping, etc. As a company operating in an
international level PUMA complies with all employee related legislation and respects
human rights. Apart from that, PUMA has created its own Code of Ethics, in which all
personnel should abide and operate within its framework. Finally there is also reference
to the Corporate Charter of Diversity for Germany, as its basis is in that country.
Through this Diversity Charter PUMA is committed to develop an organisational culture
in which every individual is respected and appreciated, opportunities are equally offered
and efficient collaboration in a non-discriminatory environment is assured.
MasterCard on the other side dedicates a significant amount of its resources and
implements specific strategies to address the challenges arising from a personnel with
wide-ranging backgrounds and qualities. As it is mentioned in its official website ‘in
today’s ever-changing global marketplace, a diverse workforce is not merely an asset, it
is a necessity’ (MasterCard 2015). In fact MasterCard has its own diversity strategy that
is being implemented by a well-defined infrastructure that includes a Global Diversity
Office, a Global Diversity and Inclusion Council and a Chief Diversity Officer position at
the senior management level of the company (MasterCard Worldwide 2012). Another
initiative that demonstrates MasterCard’s focus on diversity is the support of eight

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different Business Resource Groups (BRGs) which are administered by employees who
share similar origins or ideas. These groups provide feedback about new initiatives and
ideas and in the same time offer its members the opportunity to rise their cultural
awareness, develop leadership skills, discuss their problems and feel at ease in their
working environment (MasterCard Worldwide 2012).
Through this HR practices MasterCard aims not only at improving the short-term
performance of its staff but also attempts to take advantage of its unique workforce
composition and sustain a competitive advantage in the long-term.
3.2 Training and Talent Development
3.2.1 Definition
Training and development are considered two different areas of HR practices by many
managers, but most agree that are totally intertwined and play a significant role for the
strategic HRM. Training involves the use of methodical and strategic practices to
encourage learning as well as the application of formal processes to impart knowledge
and support people to obtain the skills necessary for them to perform their jobs
adequately (Armstrong 2014). Development on the other hand is a process that assists
people to advance from a current state of understanding and capability to a future state
in which higher level skills, knowledge and competencies are required and exercised. It
involves growing and realizing a person's ability and potential through the provision of
learning experiences or through self-directed learning (Armstrong 2014). The notion of
learning is the one that unites both in the so-called ‘learning organisation’ where they
are merged into the organisational culture (Taylor et al. 2008:132). There is a vast
amount of training and development methods that can be used to achieve the
organisation’s objectives alongside the employees’ and volunteers’ careers and learning
experience.
Talent management is another HR practice that provides a procedure by which talented
and high skilled staff is attracted, employed, developed and engaged in the organisation
in order for it to achieve its business goals (Taylor et al. 2008:226). Talent management
has become a main concern for HR mangers recently as the acquisition of valuable staff
is considered a strategic process that leads to a competitive advantage. Indeed it is
practiced not only in the senior management levels but also involves the entire
workforce and volunteers.
Both training and talent development are crucial for any organisation to meet its
challenges but in each of them different practices are used depending on its objectives
and goals.

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3.2.2 Comparison
Starting with the RFL it seems that not much of attention has been given to the above
mentioned HR practice issues. There are some references throughout its website about
developing working relationships, improving skills and knowledge, constant training and
induction programmes for new employees but not as a part of a separate strategic plan.
Rather than a mixture of benefits and learning opportunities for those working in the
organisation (Rugby Football League n.d.). Although the RFL runs the Rugby League
Learning unit which is dedicated in empowering the people of the League. Hence,
mainly due to its scarce resources, is seeking to outsource this part. For this it has come
to an agreement with the University of Central Lancashire which designs and runs
courses for the Rugby League Learning. In the official website of Rugby League Learning
one can find courses and guides on how to improve management and interpersonal
skills, e-learning programmes about leadership and career management (Rugby League
Learning 2015). Furthermore there is the possibility to attain a mentoring program
either as a mentor or as a mentee. Mentoring is a structure built around developmental
needs, where the mentor, as a senior, advices and shares his/her experience and
knowledge with the mentee, who in return communicates his/her ideas and gives
beneficial feedback back to his/her mentor (Taylor et al. 2008:122). However all the
above mentioned practices do not mainly address to the actual employees of the RFL
rather than externals such as coaches, players, match officials, etc. Finally no actual
reference exists about talent management or development.
PUMA has a totally different approach on how it addresses the issues of training and
talent development. Such issues are of high importance for HR managers in the
organisation and the existence of Human Resources Development Department verifies
that. This specific department is responsible for the development and retention of the
employees as well as the recruit of talented people from a worldwide pool of
candidates. Thus, for PUMA training and talent development are correlated and
allocated under the supervision of the same department. As described in the official
website of PUMA, the HR Development Department attempts to succeed its short and
long-term objectives mainly through a career progression scheme that consists of four
intertwined parts: the Training Course Catalog, an International Leadership Program, the
Talent Management and Development and the Peer Coaching (PUMA SE 2015). In the
first part courses include not only training in the classic soft skills (communication,
negotiation, etc.) as the Rugby League Learning offers, but also language courses and IT
seminars to provide a learning platform. The issue of leadership, which for many HR
managers consists a separate practice, is adhered in the second part whereas in the RFL
is not considered at all. The same applies for the talent management, which is an
important aspect for the HR Development Department for PUMA, while for the RFL is
absent. In the last part, peer coaching is offered to enable communication and reflection

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between all members of staff. Coaching is a training method different than mentoring
which the RFL suggests. The coach reflects and discuss with the trainee rather than
simply giving advice and assists the trainee to question his/her ideas and find the
optimal career path on his/her own (Taylor et al. 2008:124). Nevertheless, this strategic
plan of PUMA mainly addresses to the senior employees of management positions and
little of that reflects to the entire workforce. Whereas the RFL does not focus its
learning programs to its employees, PUMA neglects the majority of its personnel and
that is an issue both should be aware of and reassess their policies.
For MasterCard both issues have a significant importance and although connected are
being addressed separately. MasterCard provides training and career development
programs to its entire workforce from senior executives to line managers and
employees at the bottom level. Its practices include on the job training, leadership
programs, team-building and mentoring among others and are all designed to meet the
needs of its global and diverse personnel (MasterCard 2015). Moreover there is a
complete support network which is constantly alert to assist employees, receive their
feedback, discuss innovative ideas and plans the next step to their career. Talent
acquisition and retention is also essential for MasterCard’s strategy. For that the HR
department designs and manages programs that run worldwide in order to reach a
significant pool of candidates and find the most appropriate for the organisation’s needs
(MasterCard Worldwide n.d.). Furthermore it has a specified policy to attract university
students for internships and placements with the potential of retaining them or
employing them full-time in the future.
3.3 Rewards and Retention
3.3.1 Definition
Motivation and the theories behind it are fundamental for HR practitioners in order to
understand what (content theories) and how (process theories) people are motivated
and consequently being able to influence their behaviour. Rewards and retention are
the two main HR practices for an organisation, where motivation theories can be
applied. Rewards strategy includes a lot more than just salaries and wages as many
might think. Especially in the sports industry where employees get paid relatively less
than fellow employees in similar positions in other industries, financial rewards provide
only minimum levels of job satisfaction and are not sufficient to attract and retain the
appropriate workforce. Thus the role of HR department should be to strategically
manage and design a rewards system that will motivate people to apply for a job,
engage themselves and remain in the organisation in the long-term (Taylor et al.
2008:179). A complete and well-defined rewards system includes intrinsic rewards
(satisfaction from the job itself), extrinsic financial rewards (wage, bonus, etc.) and
extrinsic non-financial rewards or benefits. Admittedly a broad range of rewards
systems and strategies exists but there is not a generally ideal that can be implemented

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to all organisations. Hence, each company’s HR department should find out the motives
of its unique workforce and indicate the proper systems in conjunction with the overall
business strategy. In the following part an analysis and comparison of the selected
companies’ rewards and retention systems will be held, mainly referring to the extrinsic
non-financial rewards due to lack of information about salaries.
3.3.2 Comparison
In the RFL, rewards and retention do not seem to be a main priority for the HR
department. Although it is mentioned that a reward and recognition package is
provided to all members of the staff (Rugby Football League n.d.), it is neither well-
defined nor wide-ranging. There is only a short reference on some benefits (RFL Ticket
Pass, Health Scheme, etc.) without analysing the purpose of them and to whom might
apply. Moreover, in the same list of benefits, practices related to training and
development are mentioned, thus make things more vague and fail to introduce a
comprehensive rewards system. Neither is there a strategic plan to attract, reward and
retain volunteers who are vital for the organisation and fulfil a vast amount of roles,
from coaching and refereeing to administrative support.
Instead, for PUMA, which operates in the highly competitive environment of sports
goods industry, a well-structured rewards system that is appealing to potential high-
skilled employees and will lead to the retention of them in the long term is one of its
main priorities. Consequently, under the label of the overall wellbeing of the workforce
it offers a wide range of rewards and benefits adequately addressed to satisfy the needs
of each one individual employee (PUMA SE 2015). PUMA’s rewards system consists of
four main categories (social, mental, physical and structural) that include intrinsic and
extrinsic rewards and provide employees the possibility to select any possible
combination of them that will satisfy their unmet needs. For example PUMA’s HR
managers are aware of the fact that executive and senior managers work under
constant pressure to meet deadlines and achieve goals. That is why they offer training in
resilience and stress management. Employees with children can rely on PUMA and its
parent/child offices or childcare facilities. As an organisation that operates in the sports
industry PUMA also offers sports facilities and programs (soccer court, gym,
physiotherapy, etc.) and promotes a healthy lifestyle (organic gourmet canteen,
reimbursement of public transportation costs). Hence PUMA dedicates lot of sources
and efforts to motivate and reward its personnel, in order to make them exert effort
and engage with the company in the long-term, which subsequently provide a
competitive advantage in the marketplace.
One of MasterCard’s main goal is to be considered an employer of choice worldwide,
thus a rewards and retention system strategically planned to meet the needs of its
employees is a necessity for the company (MasterCard 2015). MasterCard provides a

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variety of benefits to its employees that cover basic needs such as health, insurance and
retirement schemes, but also recognition for high performers and achievers, motives for
self-development and bonuses for innovative ideas. Furthermore the HR department
takes into account the personal lives of employees and provides flexible working hours,
child care possibilities and even scholarships for MasterCard employees’ children. All
these are just a few of the benefits that are offered in order to provide the best possible
work environment where employees are motivated to exert effort, commit themselves,
feel part of the organisation and remain there in the long-term.
Although in different sectors or industries PUMA and MasterCard give an insight on how
to strategically plan a rewards and retention system that is critical for the performance
of an organisation both short-term and long-term. The RFL, despite being an
organisation with different structure and admittedly fewer employees should not
neglect the importance of such systems in order to be able to maximise the efforts and
commitment of its employees and retain them motivated and engaged in the long-term.
4. Conclusion
Throughout the previous sections of the report an analysis of three specific HR practices
through real businesses examples was held. The RFL seems to be one step behind than
the other two companies in all three HR practice issues covered. Specifically, the RFL has
to address its equality and diversity policy directly to its workforce, has to offer its
employees more programs and opportunities for training and developments and has to
design a more comprehensive rewards and retention system. Moreover the RFL has to
pay more attention to its personnel and reassess its strategy in order to manage its
people successfully both in the short and the long-term. PUMA and MasterCard HR
practices could be used as a navigator for the RFL and assist its HR department to create
an adequate strategic plan that can meet up the expectations.
Admittedly, strategic human resource management is not limited to the three above-
mentioned HR practices and requires a lot more issues to be addressed within any given
organisation in order to design and implement a well-defined strategic plan. However
some significant findings can be attained from the analysis of these three practices in
each of the selected companies. First of all there is not a single ideal strategy that can be
implemented to an organisation, rather each organisation’s HR department should
manage and design each own unique plan considering various aspects such as its
position in the industry, the external marketplace and competitors, the workforce
composition and most of all the overall business goals. To do so, understanding of HR
theories and approaches is required as well as knowledge of examples of applied HR
practices in real businesses. Finally, this planning and assessment from HR managers
should be continuous and flexible considering the changes in the workforce, the
external environment and the objectives of each company.

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List of References
Armstrong M. (2014) Handbook of Human Resource Management Practice: HRM
Glossary. London: Konan Page
Huslid, M. (2003) Special Issue on Small and Medium Sized Enterprises: A Call for more
Research. Human Resource Management 42(4), 297
MasterCard (2015) About us [online] available from
<https://www.mastercard.com/corporate/ourcompany/about-us.html> [03 December
2015]
MasterCard (2015) Diversity and Inclusion [online] available from
<https://www.mastercard.com/corporate/careers/diversity-inclusion.html> [05
December 2015]
MasterCard (2015) What it’s like to work here [online] available from
<https://www.mastercard.com/corporate/careers/working-at-mastercard.html> [08
December 2015]
MasterCard (2015) What we offer University Students [online] available from
<https://www.mastercard.com/corporate/careers/university-students.html> [06
December 2015]
MasterCard Worldwide (2012) Global Diversity and Inclusion [online] available from
<http://www.mastercard.com/us/wce/PDF/diversity_brochure_final.pdf> [05
December 2015]
MasterCard Worldwide (n.d.) Global Human Resources [online] available from
<https://www.mastercard.com/corporate/_assets/docs/MC_BusinessUnitDescription_G
lobalHumanResources.pdf> [06 December 2015]
Puma SE (2015) Diversity [online] available from
<http://about.puma.com/en/careers/puma-as-an-employer/diversity> [05 December
2015]
Puma SE (2015) HR Development [online] available from
<http://about.puma.com/en/careers/puma-as-an-employer/hr-development> [06
December 2015]
Puma SE (2015) PUMA at a glance [online] available from
<http://about.puma.com/en/this-is-puma/puma-at-a-glance> [03 December 2015]
Puma Se (2015) Wellbeing [online] available from
<http://about.puma.com/en/careers/puma-as-an-employer/wellbeing> [08 December
2015]

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Rugby Football League (n.d.) About the RFL [online] available from
<http://www.therfl.co.uk/the-rfl/about_the_rfl> [03 December 2015]
Rugby League Learning (2015) Develop yourself [online] available from
<http://www.rugbyleaguelearning.org/develop-yourself> [06 December 2015]
Rugby Football League (n.d.) Equity & Diversity [online] available from
<http://www.therfl.co.uk/the-rfl/equitydiversity> [05 December 2105]
Rugby Football League (n.d.) How we work [online] available from
<http://www.therfl.co.uk/the-rfl/careers_at_the_rfl/how_we_work> [06 December
2015]
Rugby Football League (n.d.) What’s on offer [online] available from
<http://www.therfl.co.uk/the-rfl/careers_at_the_rfl/whats_on_offer> [08 December
2015]
Taylor T., Doherty A., McGraw P. (2008) Managing People in Sports Organisations: A
strategic human resource management perspective. Oxford: Elsevier
Tullo C. (2010) Equality Act 2010. UK: The Stationery Office Limited
Salaman G., Storey J., Billsbery J. (2006) Strategic Human Resource Management: Theory
and Practice. 2nd edn. UK: Sage Publications