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Science of Staffing: 3 Common Staffing Mistakes and How to Avoid Them

Written by: Andrew Loos

Article Overview: A true solution will usually only present itself after all miscalculations, misinterpretations and misjudgments of the mistake have been properly identified and (GULP!) accounted for. Knowing the most common mistakes on a promotional event is important, but it’s only half the battle for an event marketing agency. Learning from it is the other. Lucky for you, some other poor schlub has already muddled his way onto this list (shut it)- so you can jump straight to the solution instead of going through the grief and embarrassment of losing the respect of your favorite client. That said, please allow me to digress to a few common delusions...

Science of Staffing: 3 Common Staffing Mistakes and How to Avoid Them

A true solution will usually only present itself after all miscalculations, misinterpretations and misjudgments of the mistake have been properly identified and (GULP!) accounted for. Knowing the most common mistakes on a promotional event is important, but it’s only half the battle for an event marketing agency. Learning from it is the other. Lucky for you, some other poor schlub has already muddled his way onto this list (shut it)- so you can jump straight to the solution instead of going through the grief and embarrassment of losing the respect of your favorite client.

That said, please allow me to digress to a few common delusions:

1) Assuming that all of your event marketing staff will show up, ready to go and on time. We're talking about human beings here- which means you will never be in complete control. Ever. You can provide quick and easy contingencies by ALWAYS having:

· A predetermined meeting location for your promotional models to meet up

· An onsite manager there early to check everyone in (and call those running late)

· SHOWING alternate promotional staff. We call them "pocket shifts," but you'll know them as the back-up staff that will save the day when Carl oversleeps, or Stacy's car breaks down and no-shows.

2) Vague Training - Solid brand messaging on any program comes from a robust training session with your staff. If there are any gaps in communication, or your expectations with your talent, you can count on a sloppy event. Event staff should not be the ones interpreting loosely based training manuals. Being clear on what the promotional experience looks A-to-Z will give your field marketing agency a loyal group of event marketing staff that will respect both your agency AND the brand they're promoting.

3) Placing event talent with no relevant brand experience. Ask the right questions when you're booking/interviewing staff. If your promotions staff has no real life experience with a program like the one you're pitching, pass. Every time. Do you want promotional models with all family-event experience pouring free samples of your client's new vodka at clubs? No. You want people who are seasoned and completely comfortable with the unique nature of a nightlife marketing program.

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Article Tags: event marketing agency, event marketing staff, field marketing agency, guerrilla marketing, marketing event services, promotional models, promotional staff, promotional staffing, street team marketing



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Hi! - Hi everyone! I'm Laura from Platinum Staffing Solutions. Like the saying goes, "when the student is ready, the teacher will appear", I guess I'm ready! I'm looking forward to reading and posting/ meeting like minded entrepreneurs, this a first for me. I'm usually reading, studying or attending workshops locally, it's time to step up the game. I own PlatinumStaffingSolutions.ca, as I've mentioned, I started my own company over two years ago to be able to do what I know how to do with the integrity that lacked where I was previously working. It's a *people* centered agency that keeps the best interests of both the professional and the hiring company in mind. It's a tough industry, especially right now, any leads or referrals would be appreciated. Business-wise I'm very big into Napoleon Hill, Wallace Wattles, W. Clement Stone, Genevieve Berhendt, Florence Shinn - all of the late/greats; I'm wary of the modern writers but still like to read what applies to keep learning or see different perspectives; no one theory of success applies to every business out there. Hopefully you'll drop me a line and see ya' on the boards!
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Why a project fails? - The top 10 factors that have driven failed projects are: 1. Project sponsors are often not committed to the objective. They have a lack of understanding of the project and are not actively involved in the project strategy and direction. 2. Some projects do not meet the strategic vision of the company. If business needs are not clearly defined, it will result in a project that does not add value to the bottom line or enhance business processes. 3. Projects are started for the wrong reasons. Some are initiated purely to implement new technology without regard for whether the technology is supportive of the business needs. The converse of this is a project that does not support existing technology, resulting in major scope creep and resultant expenditure. 4. Staffing is a reason for failure, eg not enough dedicated staff (project managers and project team members) allocated to projects. Project team members lack experience and do not have the required qualifications. Line-staff believe that they will be able to manage projects but are only 40% available to do so. Focus in this regard is not on the delivery of the project, but on the comfort zone of the project manager and his own time management. 5. Incomplete project scope. No clear definition of the project's benefits and the deliverables that will produce them. 6. A project plan that is non-existent, out of date, incomplete or poorly constructed and just not enough time and effort spent on project planning. 7. Project value management is not put into practice to evaluate baseline cost agreed during baseline transfer against actual costs spent at any given time. Project costs and financial do not form an integral part the project during execution. 8. Insufficient funding, and incorrect budgeting is still a major reason for projects not delivering their goals and objectives within the quality framework that was required, because projects always need to deliver yesterday within X budget. 9. No formal project management methodologies and best practices aligned to the company's specific needs are used to assist project performance. Companies do not want to invest in best of breed methodologies that will benefit the bottom line over a period, with projects delivered within budget. Companies do not recognise the value of using a methodology to support and enable them to record their own best practice project results for future reference, and to build a knowledge base within the company. 10. Not all project are going through a formal signed off process using a proper post mortem process to determine lessons learned and to build their own reference model for future use. A certificate signed off between sponsors and other third-parties will demonstrate project success but even that is quite seldom.
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