Sustainable Humans: A framework for applying the principles of sustainable human resources management in the event industry

Summary of the study

While most studies on HR management offer best practice strategies, they often assume homogeneous employees and organizations. However, the event industry is fundamentally different: it is stressful, fast-paced, highly competitive and characterized by deadlines, often with unusual working hours. Human resource management (HRM) in the event industry currently takes a short-term and operational approach, which has led to high staff turnover and high levels of stress, poor mental health and professional burnout among employees.

This study uses an online survey and in-depth semi-structured interviews with event industry employees to critically examine the principles of sustainable HR management. The aim is to understand if and how these could be implemented in the events industry as an alternative to reducing employee stress and achieving more long-term states of wellbeing - a state that is not only beneficial for the individual, but also for organizations and the industry as a whole. A framework for future research is presented and practical implications are discussed.

Key findings of this study

• High stress and staff turnover in the events industry: The events industry is stressful, fast-paced and characterized by tight deadlines and unusual working hours, leading to high staff turnover, high stress levels, poor mental health and professional burnout among employees. In fact, 50% of employees surveyed rated their stress level at work as 8 or higher on a scale of 1 to 10.
• Short-term HR approaches are insufficient: Current human resources management (HRM) in the event industry takes a short-term and operational approach that does not solve problems sustainably and is often only perceived as a "token exercise".
• Employees demand targeted improvements: Employees express specific needs for open and inclusive communication and trusting relationships, flexible working conditions and empathetic, long-term support and encouragement.
• Need for sustainable human resources management (HRM): The study criticizes the gap between existing wellbeing measures and the actual needs of employees for long-term health and wellbeing. It argues that the principles of sustainable HRM, which take a long-term, holistic and employee-centered approach, could help reduce stress and promote wellbeing.
• Proposed framework for practice: The study presents a conceptual framework for sustainable HRM in the events industry. This is intended to support organizations in developing best practice strategies and processes that promote "sustainable people" while ensuring the long-term viability of the organizations and the industry.