Human Resource Management Plan For Talent Contest Program

The project of Talent Contest Program requires the use of a specific human resource management plan for the inclusion of the effective strategies for the development of the program. The talent show program would comprise of using various people for successful carrying out the program and form the development of the operations. The human resource management document is helpful for carrying out the activities of the project for integrating the successful completion of the project operations (Sparrow, Brewster & Chung, 2016). The following document comprises of analysis of the roles and responsibilities of the project team members, organizational chart for the event of Talent Contest Program, and staffing management plan that would be helpful for managing the program of Talent Contest Event. The plan would comprise of the resource accumulation, timeline for the resource utilization, and program schedule.

The benefit of developing the following documentation is for the achievement of the success while completion of the program. The resources of the project would require to be formed for the formation of the program management. The development of the document would help in overcoming any gap and errors formed for the integration of the effective program management. 

The human resources of the project of Talent Contest Program are Analyst, Budgeter, Documenter, Project Manager, Planner, Event Coordinator, Workers, Contractor, Contestants, Anchor, and Audience. The management of the human resources are dependent on the program scheduled for them (Brewster et al., 2016). The description of the resource are given below,

1. Analyst: The analyst is responsible for the analysis of the basic project requirements and form support in the development of the project operations.
2. Budgeter: The budgeter is responsible for the development of a proper project budget and material resource analysis. The budgeter is involved in resource accumulation of the project or program.
3. Documenter: The documenter is responsible for project charter documentation, initiation documentation, and submission of documents and manages the flow of data and information in proper documents.
4. Project Manager: The project manager is responsible for various activities and forms the major activities of the program. The activities of the project that are under responsibility of project manager are signing off the documents, plan approval, search of appropriate site, contestants are sequenced, all contestants are given time for rehearsal, program is completed, and project is closed.
5. Planner: The planner is responsible for the development of proper plan for the completion of the activities of the project and the planner takes care of selection of the plan methodology, developing plan outline, and review of the plan activities.
6. Event Coordinator: The event coordinator would have to form the management of the activities in the Talent Show Program and the activities the event coordinator is responsible for are public invitations, E-vites to specific guests, receiving the RSVPs of the guests, special invite cards for contestant, welcome note, and thank you to the audiences.
7. Workers: The workers have to carry on all the activities like arrangement of the interior of the venue, seating arrangements, lights and stage set up, sound and lights are checked, camera and pyros are simulated, and medical kit for emergency are installed.
8. Contractor: The contractor is external human resource responsible for the activities like sound system and cameras with pyros are installed and generator connection for power backup. They provide support from external to the project. 

The RACI Matrix would be helpful for developing the effective analysis of the activities of the project with respect to the project team members. The project team members would manage the 

 Key:

R – Responsible for completing the work

A – Accountable for ensuring task completion/sign off

C – Consulted before any decisions are made

I – Informed of when an action/decision has been made

Staff Acquisition:

The staffing acquisition for the Talent Contest Program is done by following specific recruitment process and it would comprise of developing the staff sorting in terms of skills, experience, and qualification (Jackson, Schuler & Jiang, 2014). The contractor is also a part of the project and hence the outsourcing of the project activities. 

Human Resource Utilization:

The Human Resource utilization for the project of Talent Contest Program is given below,

The timeline for the resources of the project is given below, 

Program Schedule:

The Talent Contest Program Schedule is given below,

Training:

There is no need of training for the project team members. 

The performance review can be done by using the project closure checklist developed by the Project Manager. The review of the performance is done for ensuring that the project team is capable of developing effective project management concepts of development. 

The successful completion of the Talent Contest would result in small success party, certification of appraisal for performance, and recognition in the organization’s newsletter.

Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The international journal of human resource management, 24(2), 330-351.

Armstrong, M., & Taylor, S. (2014). Armstrong's handbook of human resource management practice. Kogan Page Publishers.

Brewster, C., Houldsworth, E., Sparrow, P., & Vernon, G. (2016). International human resource management. Kogan Page Publishers.

Budhwar, P. S., & Debrah, Y. A. (Eds.). (2013). Human resource management in developing countries. Routledge.

Jackson, S. E., Schuler, R. S., & Jiang, K. (2014). An aspirational framework for strategic human resource management. Academy of Management Annals, 8(1), 1-56.

Morgeson, F. P., Aguinis, H., Waldman, D. A., & Siegel, D. S. (2013). Extending corporate social responsibility research to the human resource management and organizational behavior domains: A look to the future. Personnel Psychology, 66(4), 805-824.

Renwick, D. W., Redman, T., & Maguire, S. (2013). Green human resource management: A review and research agenda. International Journal of Management Reviews, 15(1), 1-14.

Sparrow, P., Brewster, C., & Chung, C. (2016). Globalizing human resource management. Routledge.