LIVE NATION ENTERTAINMENT
A Human Resources Environment Analysis
Jessica Garney
February 18, 2016
Unit 1 IP
MGT652
Human Resources Strategy
American InterContinental University
Due February 21, 2016
Executive Summary
The following report analyzes the Human Resources Environment of Live Nation Entertainment, Inc., which includes sections of investigation regarding Employee Engagement Strategies, Global Talent Management, Corporate Social Responsibility, Human Resources Technology, Employment Law and Human Rights Issues, Emerging Trends in HRM, Human Capital Challenges in the 21st Century, and Best Practices in HRM. This report depicts the viability of Live Nation’s Human Resources Environment and Posture, evaluates method efficiency, analyzes the Human Resources Environment and Posture of Comparator Group companies On Stage Entertainment and Service Management Group, and investigates Live Nation’s Human Resources Competitive Advantage. Sources which support the research and facts contained herein include government archives of the US Securities Exchange Commission, Fortune 500, and The Myers & Briggs Foundation, to name a few. Research proves that successful Human Resources Management ultimately increases a company’s profitability by reducing employee turnover (Mayhew, 2016). Thorough investigation of Live Nation’s Human Resources Environment and Posture, as well as that of its Comparator Group companies, provides Live Nation with a basis of facts which decisions for strategic improvement may be based upon. Live Nation Entertainment has a substantial Human Resources Competitive Advantage with the company’s embrace of diversity, primarily that of gender and age. Live Nation is also a trailblazer in corporate social responsibility. Live Nation Entertainment’s current Human Resources Environment and Posture have resulted in recognition as a Top 100 InDemand Employer in North America. The report suggests Live Nation update its HRM Technology, encourage a healthier work/life balance to improve employee well-being and job satisfaction, and for the company to invest in better Human Capital strategies.
LIVE NATION ENTERTAINMENT
A Human Resources Environment Analysis
Introduction
Live Nation Entertainment is a Fortune 500 company in the media sector of the entertainment industry which “produces and sells concerts along with offering management services to music recording artists” (Fortune 500, 2016). Live Nation merged with Ticketmaster in 2010, which has had a visible impact on the Human Resources environment of the company. Ticketmaster is a concert and other event ticket concierge outlet, which operates primarily online, in box offices, and at select vendor locations.
Human Resources Environment
Employee Engagement Strategies
Live Nation Entertainment encourages employee engagement by trying to “bring out the fan in everyone” by involving them more, including offering tickets to certain big-name concerts (Paterson, 2013). The majority of changes in Live Nation’s HRM Employee Engagement Strategies succeeded the merger with Ticketmaster in 2010. Since which, the company has implemented an “online benefits portal” to better inform employees of benefit changes, including “a salary sacrifice arrangement to its pension scheme, increasing the minimum employee pension contribution to 5% and passing 50% of the national insurance savings back into the employees' pensions” (Paterson, 2013). Live Nation Entertainment also implemented employee recognition and awards programs, called Rock Stars and Legends, respectively (Paterson, 2013). Furthermore, Live Nation stimulates employee wellbeing and staff engagement by hosting company social events, such as ice cream Thursday, a day out at Thorpe Park, Red Nose charity day and participation in a baseball league” (Paterson, 2013).
Global Talent Management
As a Fortune 500 company, it is no surprise that Live Nation Entertainment seeks to hire only the best and brightest of employees. A recent example is shown in the company’s move to hire both Andrew Hewitt and Bill Silva, two subject matter experts and music promotion gurus. The duo primarily cover the geographical area from Las Vegas, Nevada to Southern California, which includes a very generous portion of the industry target market. These two new employees are regarded as highly valuable assets to be added to the Live Nation Entertainment team. They are distinguished and accomplished seasoned veterans in areas of music promotion, booking, and event marketing; industry-wide recognized talents which will now be benefited by Live Nation Entertainment. The Co-President of the Concerts sector of Live Nation, Bob Roux, recognizes them as “true innovators and gifted music executives” with “proven talent and (a) wealth of experience” (Live Nation Entertainment Enters Into Pact with Concert Promoters Andrew Hewitt and Bill Silva, 2013). It is also apparent in Live Nation’s job opening descriptions online that they seek to align not only the most qualified candidate in terms of education and experience, but also in terms of personality and charisma.
Live Nation career applications are filled out online. Recruiters sort through the best qualified candidates and conduct initial interviews. The hiring manager then interviews the prospective employees. The whole process takes an average of two weeks (Glassdoor, 2016).
Corporate Social Responsibility
Live Nation Entertainment has more than fulfilled its Corporate Social Responsibility (CSR) role in giving back to communities and society. In 2013, the company partnered with (RED) in a campaign to raise money for the Global Fund against AIDS. The campaign occurred between November 4th and December 15th that year; during which, Live Nation donated per “every Ticketmaster and Live Nation mobile app download,” and also “matched employee contributions and offered fans the option to make a $5 donation” (Live Nation Entertainment and (RED) Raised More Than $130K for the Global Fund to Fight AIDS, 2013). In 2014, Live Nation Entertainment collaborated with the American Cancer Society to raise money for the fight against cancer by enabling Ticketmaster customers to make a donation to the cause when they purchase their tickets online (Live Nation Entertainment Teams with American Cancer Society, 2014). Live Nation Entertainment has also contributed and participated in other honorable causes, such as the Military Warriors Support Foundation and JustGreen Lifestyle.
Human Resource Technology
According to Brian Newman, the Vice President of Live Nation Entertainment’s Human Resources department, success “comes down to having the best technology” (The HR Director, 2014). However, employment reviews on Glassdoor.com revealed contradicting implications that Live Nation does not have the best technology. In fact, according to one former employee, the outdated technology systems hindered their job performance efficiency; a review which was posted in February 2016. Live Nation uses Captiva software on Oracle systems (Indeed, 2014).
Technology plays a huge role in Human Resources Management. Long gone are the days of sifting through a gratuitous amount of paper applications. Talent recruiters can now use technology and the internet to post job openings, job descriptions, and applications. Additionally, recruiters can search online databases of résumés using data filters to find the most qualified candidates for a job. Live Nation Entertainment uses Indeed.com, the LinkedIn network, Glassdoor.com, and their own company website to post job openings. Technology helps streamline the recruiting, application, and hiring processes for the Human Resources department.
The virtual benefits portal mentioned previously is an employee engagement technology. Human Resources utilizes this tool to manage employee benefits and to make accessing information easier for employees. This technology contributes to Live Nation’s total quality management program.
Employment Law and Human Rights Issues
Recurring commentary on Glassdoor and Indeed employment reviews says that there is an extremely poor work/life balance when working at Live Nation Entertainment (Glassdoor, 2016). One employee even referred to the company as “lifeless, soul crushing employers” (Indeed, 2014). While Live Nation has not faced any Employment Law or Human Rights litigations, one employee did post a review accusing the company of manipulating work hours and hiring classifications in order to undercut benefits to employees.
Emerging Trends in HRM
Human Resources Managers have dealt with a spectrum of trends over time. For example, the workforce majority has gradually evolved from the Baby Boomers and Generation X to the current Millennial Generation (Haak, 2014). This change in staff affects how HRM is conducted effectively, because the generations have different views, values, and norms.
Another emerging trend in Human Resources Management is technology. Advancements have resulted in streamlined communications with employees, providing easier access to benefits information, and ultimately, created a faster paced environment. Before technology, operations processes took much longer than they do today. This includes recruiting, application submission, application reviews, personnel data management, benefits information, and much more.
Due to technology’s ability to connect people instantaneously from all around the world, globalization has been effective. In such process, however, Human Resources Management has gradually become more network oriented. Consequently, employees and employers are gravitating away from cut and dry hierarchical schemes, which were prevalent in the Baby Boomer years.
Human Capital Challenges in 21st Century
In the business sense, ‘human capital’ refers to an organization’s “collective value” of intelligence. This involves the skills, knowledge, and competencies of every employee combined. While technology has made it easy to collect, store, and analyze such data, there are still challenges.
The previously mentioned Human Resources trends that have been emerging over the past few years, such as new generation work forces and technological advancements, pose challenges to HRM. The workforce is growing more and more competitive. It is up to Human Resources to implement effective Human Capital strategies that will develop the collective intellect of the organization. This can be done by offering classes or reimbursing tuition. Most importantly, with the goal of increasing Human Capital, the organization’s Human Resources Management department should focus on nurturing a healthy work environment which “fosters agility and learning,” (Mouriño-Ruiz, 2015).
Best Practices in HRM
Live Nation Entertainment’s Ticketmaster sector relocated in 2013 to offices which truly cater to increasing its employees’ job satisfaction and standards of living with features such as a relaxation area, a gym, televisions, and “a pool table and a slide” (Paterson, 2013).Live Nation’s Human Resources Management practices are evidently effective and paramount, considering the company’s earning of LinkedIn’s Top 100 InDemand Employers in North America title award in 2015. Live Nation Entertainment’s 10,000 plus employees enjoy additional company benefits such as paid maternity and paternity leave and bonus, paid charity and volunteer leave, sick leave, paid sick-child leave, retirement, healthcare, vacation, and an “exclusive employee ticket concierge” (LinkedIn, 2016). Furthermore, Live Nation goes above and beyond to ensure employee quality of life by offering tuition reimbursement for certifications and college, as well as professional development programs and courses. However, one Glassdoor employment review stated that Live Nation Entertainment “would rather replace employees with lower costing hires than develop current employees” (Glassdoor, 2016).
Conclusion
Overall, Live Nation Entertainment portrays an average, balanced Human Resources environment. The company has implemented many different tactics with the best of intentions to uphold the best HRM practices. However, it is apparent on several company review sites that those tactics implemented were not one hundred percent successful or effective. This could be a result of toxic middle-level managers. The old homage reigns true, you can’t please everyone. This is particularly accurate in the business world, including Human Resources Management.
Human Resources Posture
HR Posture
Human Resources is the department of companies and organizations that deals with personnel processes and management. These processes involve activities such as employee recruitment, hiring, orientation, training, benefits, and retention (WebFinance, 2016). Human Resources Management, therefore, is a term used in regards to the management over oversight of such employee related processes and activities.
A company’s Human Resource Posture involves the manner in which the organization presents itself to the public, with particular emphasis on the company’s relationships with its employees. Human Resources Posture is most often established utilizing corporate social media websites and mobile applications. Posture does not necessarily always depict an absolutely accurate reflection of the company’s human resources practices and efficiency; it is merely how the company presents and positions itself on social media in order to be perceived in a certain light or manner.
A company’s Human Resources Posture can be realized by analyzing its corporate social media presence on sites such as Facebook, Instagram, Twitter, Flickr, Snapchat, Tumblr, Pinterest, YouTube, and other interactive social applications. These websites and mobile apps allow companies to post updates, share photos and videos, inform the public of upcoming events, conduct two-way dialogue interactions with customers, and, more relevant to the topic of Human Resources Posture on corporate social media, portray the company’s stance regarding human resources issues. In terms of the music industry, employees include musical artists who perform concerts at venues such as those owned by Live Nation Entertainment and the artists they pay to perform thereat for fans (read it: customers).
Live Nation’s HR Posture
Live Nation Entertainment and their subsequent vertically acquired branch, TicketMaster, have strong presences on social media. The websites and mobile apps are used as catalysts for marketing, publicity, and for posing the company’s Human Resources Posture. Live Nation’s posture poses strong emphasis on conceptual employees, the performing artists and music groups, more so than official company workers.
Live Nation’s Facebook page has an impressive 2,469,760 likes as of March 6 2016, which is up nine thousand six hundred and seven likes since last week. The company’s corporate page is filled with posts and links supporting Live Nation artist employees, whilst boasting the company’s pride in them. There are also a plethora of area-specific Live Nation Facebook pages, such as Live Nation Kansas City, for example. This particular social media site is geared much more toward marketing than constituting the company’s Human Resources Posture due to the essence and nature of the application, the manner in which it is used by society, and the site’s marketing efficiency and analysis tools.
Live Nation’s Human Resource Posture is most prevalently imposed on corporate social media site LinkedIn. This site is a social networking system for professionals of specific industries, as well as a Human Resources recruiting tool. Hence, it is the most appropriate and applicable platform on which to pose the company’s HR Posture.
Members’ profiles are reminiscent of virtual and interactive resumes. Profiles list professional information such as member education, training, job experience, certifications, achievements, awards, technical qualifications and certificates, and much more. Companies often use LinkedIn to search for new recruits, as there are convenient criteria filters to help sort through member profiles to find highly qualified candidates.
In contrast, members can also search companies to look for jobs. Company profiles on LinkedIn are often where one may find the most explicit display of Human Resources Posture. Company descriptions on LinkedIn are like advertisements to prospective employees, offering an exhaustive list of company benefits and other coercive factors. Live Nation’s corporate company profile on LinkedIn boasts its title as a Top 10 InDemand Employer. The company goes above and beyond the typical employee benefits packages, “vacation, healthcare, and retirement,” that nearly every organization provides to full-time workers (LinkedIn, 2016). In addition, they also provide their employees with tuition reimbursement programs, professional development opportunities, new child bonuses and paid bonding time off work, paid sick-child care days, and paid time-off to participate in volunteer work (LinkedIn, 2016). These incentives, rewards, and benefits listed may not spell it out, but rather, implies that the company truly values its employees, their families, and their well-being. This is the hidden Human Resources Posture of Live Nation Entertainment. If the company’s benefits merely consisted of the minimum which is required by the government, then it would seem as or be interpreted that the company is merely providing what is has to in order to avoid litigation, and that they would probably provide less if they had the option. This implication would give the impression that the company does not care about its employees. Therefore, by making it well-known that Live Nation Entertainment goes above and beyond what is required of them by law in the realm of employee benefits, they are inexplicably striking a pose, per se, positioning themselves in such a way so as to be perceived as a wonderful employer who takes care of its employees very well; thus, establishing their corporate posture regarding Human Resources.
Live Nation Entertainment’s LinkedIn profile also features numerous status posts which contribute to the company’s Human Resources Posture regarding female employees. A feminine-friendly posture can protect and prevent the company from taking social fire in the form of false accusations of sexism or gender inequality in the workplace. In addition, advocating for the success and development of professional women will give current and prospective female employees the confidence that Live Nation Entertainment will present them with the same opportunities and benefits as their male counterparts. A feminine-friendly posture will also prevent the company from being viewed as a perpetrator in the epidemic of the glass-ceiling for women in the business world.
Many of the posts in question are specifically about Live Nation’s female employees in their Information Technology sector. At the ‘Women in IT Awards,’ Live Nation and other companies commemorated the success of female professionals in Information Technology careers. Live Nation also uses LinkedIn as a catalyst to celebrate their female leaders. In one such post, Live Nation boasts those female employees who are “recognized as being among the industry’s best,” in regards to Billboard’s ‘Women in Music 2015: The 50 Most Powerful Executives in the Industry’ list (LinkedIn, 2016).
To be perfectly clear, any organization’s Human Resources Posture can give the appearance of a perfect company, but that is only on the surface; ‘you can’t judge a book by its cover.’ Therefore, while a cleverly poised posture may make a company look good, that does not, by any means, suffice as proof, justification, or compensation for contradicting isolated events. This means that while Human Resources Posture may help a company be resilient against bad press, it is completely figurative and can be demolished if a real-time case arises and litigation proves the posture to be a false façade. In other words, a feminine-friendly posture does not mean that there is zero chance that a female employee will face sexism, sexual harassment, gender inequality, or a glass ceiling; which is applicable to any and every company and its Human Resources Posture, regardless the subject matter in question.
Live Nation also celebrates other diversities in their workplace, such as youthful employees. A LinkedIn post about Billboard’s ‘40 Under 40 Power List’ recognized five employees of Live Nation Entertainment who are in leadership positions and under the age of forty years old. In March 2016, Live Nation began celebrating the diversity of their workplace by launching ‘Pride Nation,’ an “employee resource group focused with LGBT diversity across” all company sectors collectively (LinkedIn, 2016).
Live Nation also has corporate presence on social media site Pinterest. Live Nation’s Pinterest profile has fifty two pin boards and nearly thirty thousand followers. Pinterest is much like Instagram, in that they are both merely picture sharing applications. Live Nation’s Instagram page has upwards of one hundred thousand followers and over three thousand posts. Live Nation also has a strong corporate presence on Twitter. However, Live Nation’s Twitter feed exclusively focuses on marketing and brand awareness, with no sign of Human Resources Posture contributions in sight.
Comparator Group Analysis
Live Nation’s mission statement includes “transforming the concert business by expanding its concert platform into ticketing” (Meloy, 2010). This inherently involves the common marketing goal to increase market share, which is the amount of “an industry or market’s total sales” an individual company possesses, earns, or attains (Market Share, 2016). This is often a goal due to the consequential effect that greater market share results in greater return rates for company shareholders. Therefore, Live Nation Entertainment must approach organizational strategies from an investment perspective. For example, Human Resources affects turnover, which can be very costly; therefore, Human Resources affects profitability, market share, and thus, shareholders’ return rates. So again, HR must be managed strategically from an investment perspective. Formulation of strategies should occur after proper analysis of “the environment for opportunities and threats,” as well as “evaluating strengths and weaknesses” (M.U.S.E., 2013). This environment analysis process is most commonly referred to as SWOT, which is acronymic for investigating an organization’s Strengths, Weaknesses, Opportunities, and Threats. In depth SWOT analyses should be conducted separately, as pertaining to specific strategy interests. Videlicet, a company should scrutinize the strengths, weaknesses, opportunities, and threats of their Human Resources department, practices, and management thereof, as requisite to formulation and planning of an effective Human Resource Strategy. Given the conceptual differences between Human Resources and other areas of business which are typically the concentration of SWOT analyses, the HR investigation should focus on Live Nation Entertainment’s Human Resource Environment, Human Resource Posture, Comparator Group Human Resources Posture, and their Human Resources Competitive Position. These focal points are the interpretive HR equivalents of SWOT, with Comparative Group Human Resources Posture namely being the ‘Threat’ of industry competitors.
In researching a company’s Human Resources strengths, weaknesses, opportunities, and threats, for the purpose of creating a strategic HR Management plan, one must evaluate the threat of the comparator group. A comparator group consists of close competitors of similar size and cash flows from within the same industry. According to statistics, On Stage Entertainment and SMG Management are Live Nation Entertainment’s top competitors, making up Live’s comparator group (McLellan, 2016). Comparing Live Nation’s Human Resources Environment to that of its comparator group will allow the company to identify its relative strengths and weaknesses, which will contribute as leverage in the formulation of a Human Resources Management plan.
On Stage Entertainment
Unfortunately, as Human Resources professionals will occasionally discover, information regarding comparator group companies is not always publicly accessible. Point in case, privatization of companies, such as that of On Stage Entertainment in 2002, may result in termination of the legal duty of an organization to report to the Securities Exchange Commission, who enforces the Securities Exchange Act of 1934. This act was created in an attempt to give investors transparency of a company’s financial statistics, consequential of “the market crash of 1929” (Securities Act of 1933, 2016). On January 07, 2003, the Securities Exchange Commission issued an SEC Form 15 “CERTIFICATION AND NOTICE OF TERMINATION OF REGISTRATION UNDER SECTION 12(g) OF THE SECURITIES EXCHANGE ACT OF 1934” to On Stage Entertainment, Inc. (United States Security Exchange Commission, 2003). Therefore, Live Nation’s Human Resources analysis of now-private comparator group company, On Stage, can best be achieved by studying the competitive company’s last publicized Proxy Statement with disregard to investor relations information. Concerning On Stage Entertainment, the company last filed an SEC DEF 15A in 2002.
Benefits and income of On Stage executives reflect fair and average compensation. Directors receive reimbursements for their expenses involved with “attending board meetings,” but “are not paid a fee for their services” (United States Security Exchange Commission, 2003). The Chairman and founder of On Stage Entertainment, Inc., John W. Stuart, received a salary of $350 thousand and a $150 thousand bonus in 2001, as “per employment agreement” (United States Security Exchange Commission, 2003). Stuart was also allotted $25,316 in “car and health allowance” (United States Security Exchange Commission, 2003). On Stage’s Chief Executive Officer, Timothy J. Parrott, received a salary of $215,000 in 2001, but did not receive any bonuses. Jeffrey T. Victor, President and Chief Operating Officer in 2001, earned a salary of $150 thousand and $8326 for “health insurance premiums” (United States Security Exchange Commission, 2003). On Stage Entertainment, Inc. currently employs 304 people (Bloomberg, 2016). One On Stage employee in Nevada reported to worker-review site Glassdoor of an income of $12.50. Performance employees of On Stage’s Legends in Concert sector are as diverse as they come. The tribute artist staff consists of males and females of many different ages and ethnicities. On Stage boasts that their employees are “the greatest collection of live tribute artists in the industry” (On Stage Enterprises, 2016). This poses a positive Human Resources Posture, however, On Stage’s Artist Submission agreement implies lesser Employee Relations. The agreement, in essence, means that anything anyone sends to them becomes the company’s property, and all rights are therein transferred to On Stage, leaving the artist with no legal rights of their submission. In addition, On Stage reserves the right to use artists’ submissions indefinitely for any purpose, forfeiting “any obligation of confidentiality,” all “without compensation” to the submitting artist (Artist Submission, 2016). While this may seem like a simple legal precaution, the overbearing claim on rights to the artist's’ creation and rightful property implicitly states that On Stage cares more about business and making money than their performance employees, and has little to no respect for individual artistic expression. This type of ethic, or a lack thereof, is unfortunately quite prevalent in the music and arts industries.
Service Management Group, Inc.
Live Nation Entertainment’s other comparator group company is SMG, Service Management Group, Inc., which is a “market research firm” (Careers, 2016). Service Management Group, Inc. may be a “Top Competitor” of Live Nation relative to other companies, but it hardly compares in the way of legendary success. In 2015, SMG reached annual sales of $391.32 million, merely a drop in the bucket, per se, compared to Live Nation’s $7.25 billion in the same year (McLellan, 2016). This company does not have a single Proxy Statement filed with the United States Security Exchange Commission, which is the preferable and most scholarly source of information for comparator analysis. Analyzing proxies is the preferred method of analysis because information for every company is in the same format, making research and multiple company comparisons easy. Despite SMG’s lack of a published proxy, on account of the company being privately owned, its Human Resources Posture is otherwise made transparent on equally credible websites.
Service Management Group offers the typical, required full-time employment benefits required by law, including retirement plans, health and life insurance; but then they also offer much more, going above and beyond expected. SMG provides twelve weeks maternity leave, as most jobs do. However, unlike many US employers, Service Management Group continues to pay new mothers their normal salary during their time off. Companies who do not offer paid maternity leave are often frowned upon by society for not taking care of their employees when they need it the most; depriving women of money that they cannot afford to lose, given the high costs associated with having a baby. Service Management Group also shows their appreciation of loyal employees by granting anniversary gifts. For example, after five years of employment at SMG, employees receive “a customized glass fish created by a local artist” (Employment Benefit Reviews, 2015). This tradition stems from the symbolism of fish at SMG. The company had fish tanks in the office when SMG started out in a basement in Kansas City, Missouri. As the company grew and expanded, they continued to use fish as décor and now have fish “tanks on every floor” of the corporate headquarters building (Our Company + Culture, 2016). Thus, fish have inherently become the company’s unofficial mascot, symbolizing "loyalty and longevity at SMG” (Our Company + Culture, 2016). Service Group Management, Inc. also celebrates employee commitment by rewarding workers “$2,000 to go on vacation” for their ten-year employment anniversary (Employment Benefit Reviews, 2015). One of the most common job positions at SMG is Research Analyst, which pays an average salary range between $34,335 and $66,814 (Payscale, 2016).
Service Management Group proudly flaunts the accomplishments of its executives and other leaders, featuring a personal biography and a professional portrait for each leader on the corporate website. SMG boasts that it employs “intelligent leaders” who possess “initiative that greets a new challenge like a new friend” (Leadership, 2016). However, among the twenty-four leaders featured, not one was of any race, origin, or ethnicity other than Caucasian, and only seven were women. Thus, it is apparent that Service Management Group, Inc. has not yet embraced diversity in the workplace.
Service Management Group, Inc. appears to have positive employee relations with its staff. The company explicitly poses its value on employees by stating that individual workers directly “impact company success” (Careers, 2016). SMG honors successful employees’ contributions to the company by ensuring that those individuals are “recognized for talent and commitment” (Careers, 2016). In addition, SMG promotes “happy, healthy employees” as a corporate Human Resources mission (Our Company + Culture, 2016). To fulfill this goal, Services Management Group, Inc. offers employees with “on-site fitness options” (Our Company + Culture, 2016). SMG also participates in the Kansas City Corporate Challenge, which is a city-wide event for company employees to team up and compete in competitions including fishing, tug of war, weightlifting, and dozens of other sports and events (Kansas City Corporate Challenge, 2016).
Services Management Group, Inc. honors the idea of Corporate Social Responsibility. SMG promotes a “sustainable environment” as part of their corporate ethics (Our Company + Culture, 2016). The company exhibits commitment to Corporate Social Responsibility by “composting or recycling 90% of the materials used in” their corporate office (Our Company + Culture, 2016). Furthermore, company involvement in the Kansas City Corporate Challenge includes the opportunity for employees to participate in a blood drive (Kansas City Corporate Challenge, 2016).
Service Management Group, Inc.’s talent management starts with the hiring process. SMG uses the Myers-Briggs Type Indicator personality assessment in order to determine if an applicant is well-suited for a job in the company. MBTI is an instrument that analyzes “the ways individuals prefer to use their perception and judgement,” and helps employers find applicants that are most compatible with the company’s culture and operative environment (The Myers & Briggs Foundation, 2016). This is implicit evidence that Service Management Group truly cares who they hire, and who those individuals are on a personal level. SMG’s interview process averages anywhere between two and five weeks, and 93% of people interviewed report a positive or neutral interview experience (Service Management Group Interviews, 2016).
Service Management has its own “employee engagement practice,” called SMG Associate Voice® (Employee Engagement, 2016). This is an in-house Human Resources Management tool that SMG also offers to client businesses, which “tracks performance on key measures” (Employee Engagement, 2016). This innovative technology “engages employees, drives customer loyalty,” and increases profitability with measured results (Employee Engagement, 2016). The survey oriented approach to Human Resources Management provides employees the opportunity to give “anonymous feedback” on the company (Employee Engagement, 2016). Executives and stakeholders utilize the gathered authenticated statistics as a basis for making decisions to improve employee relations and business operations.
It is imperative to note that neither of Live Nation’s Comparator Group companies are in exactly the same Industry and Sector of Arts, Entertainment, and Recreation. On Stage’s operations consist primarily of hosting permanent faux shows in places like Las Vegas, Nevada where musicians perform tributes of the legendary artists that they look like. Services Management Group, Inc. is in the business of market research and consultation, providing “customer and employee insight” services to other companies (Our Company + Culture, 2016). While these are not exactly the same business operations that Live Nation deals with, there is always something new to learn from analyzing competitors (or any business, for that matter) and there is also always room for improvement; which is what will keep Live Nation the best in the music industry with an unparalleled competitive advantage in the realm of Human Resources.
Human Resources Competitive Position
A company’s success is often positively correlated with its competitive advantage. Arguably, one of the most important competitive advantages a company can have, is that of its Human Resources. In order for a company’s HR to be competitive, it must conquer numerous Human Resources challenges. These challenges include, but are not limited to, challenges in the areas of Legal and Ethical, Human Capital, Public Relations, Employee Retention, Diversity, Operational Efficiency, Job Satisfaction, and Employee Work-Life Balances. In addition, a company earns a competitive advantage in their specific market by implementing a strategy that achieves product or service differentiation, operational excellence, product leadership, and customer intimacy (Moderandi, 2016). A strategy, albeit marketing or Human Resources, is designed to “deliver value to their market” which is superior to that of the company’s competitors (Moderandi, 2016).
A company’s competitive HR advantage is leveraged against that of its Comparator Group member companies in order to determine the company’s competitive HR position in the industry. As discussed earlier, Live Nation Entertainment has dominated the live music entertainment sector of the industry to the point that companies in the same industry do not compare enough to qualify as competitors. Due to the lack of substantial competition in the live music concert, ticketing, and promotion sectors, Live Nation’s Comparator Group consists of On Stage and off-industry company Service Management Group. Because SMG is not a part of the music industry, its HR competitive position is irrelevant to Live Nation’s. However, nothing but beneficial knowledge can come from analyzing SMG’s Human Resources strategies, despite industry differences.
Legal and Ethical Challenge
When it comes to legalities, Human Resources oversees company compliance with many laws. Additionally, Human Resources encourages and enforces ethical standards by aligning operations and culture with the company’s mission statement and code of ethics. Human Resources can be seen as a large administrator of both company policies and laws.
Live Nation Entertainment Human Resources is no exception. HR ensures adherence to employment laws such as the Fair Labor Standards Act and Equal Employment Opportunity; the latter is directly involved in the recruitment, application, interview, and hiring process that Human Resources conducts. Not only does Live Nation’s Human Resources personnel abide by these laws as required, but they also go above and beyond to ensure minority workers, such as women, are recognized for their hard work and success just as much as male workers. While this equality should be standard for any and every company, it unfortunately is not. Live Nation gains a Human Resources competitive advantage in the music industry by breaking the famous ‘glass ceiling’ for female employees, which is a sociological pandemic in all of corporate America today.
Human Capital Challenge
A company is only worth as much as ‘the weakest link.’ It is up to Human Resources to find and hire the right people for every position, while simultaneously seeking individuals who fit the corporate culture. This means HR personnel, when filling an open job position, must look not only for someone who is technically qualified, but someone who is also personally compatible with other employees. In addition, Human Resources bears the responsibility of continuous development. HR sees to it that employees stay up to date on training, and that leaders continue to develop their skills, as well. This includes technical training, diversity training, leadership training, and interpersonal skills development training.
Live Nation Entertainment Human Resources displays dedication to Human Capital by finding and hiring the best workers possible. Many Live Nation jobs are seasonal, for specific events, or temporary, given the finite nature of individual live concerts. These positions are filled by those who can show up and perform simple tasks, such as picking up trash at a music festival. However, when it comes to permanent, technical, or management type positions, Live Nation’s Human Resources ensures that they hire personnel who truly care about the live music experience. For example, reviews on Glassdoor revealed that interviewers asked applicants questions regarding previous concerts they have attended, how the concerts made them feel, what was their most and least favorite, and what their favorite artists or musicians are (Glassdoor, 2016). In addition, full-time employees are given opportunities for “professional development” (Glassdoor, 2016). Live Nation also encourages employees to pursue higher education by offering tuition reimbursement (Glassdoor, 2016). Benefits such as these are direct examples of how Live Nation Entertainment’s Human Resources addresses the human capital challenge by striving to increase the collective value of intelligence in the company. These benefits also provide differentiation from other employers in the market, which is part of the HR strategy to maintain an HR competitive advantage.
Public Relations Challenge
In collaboration with executives and the Marketing Department, Human Resources is “the protector of the image of the company” (FAQ: Major HR Challenges, 2013). Human Resources Department personnel are most often the face of the company to the public’s eye. When media inquiries questions about Live Nation, it is very often the HR Department that responds. Human Resources is also the face of the company to new recruits and employees. During the application, hiring, and interview process, applicants deal directly with Human Resources. Employees go to HR for many reasons, including payment issues, complaints, benefits, training, and much more. Human Resources are the hands and feet, per se, as well as the face, of the Executive Team to all other employees. Live Nation overcomes this challenge by tasking HR with handling Public Relations in such a way that presents the company as an honest, fair, and competitive employer, thus nurturing the HR competitive position
Job Satisfaction Challenge
Another challenge Human Resources face is employee job satisfaction. When employees are not satisfied, they tend to leave, which contributes to the aforementioned dilemma of high turnover. To monitor job satisfaction, Human Resources conducts job satisfaction surveys. This helps HR Managers to forecast retention issues, gauge leader efficiency and the environments they nurture, and to determine if there are any toxic leaders or hostile environments to be addressed. Additionally, job satisfaction surveys give insight to the appropriation of job description and required skills, in regards to the actual job itself. Job Descriptions and its applicable duties and requirements are often updated as a result of survey responses. Some jobs are not challenging enough, which causes employee boredom, complacency, and a void of personal fulfillment. The job satisfaction surveys conducted by Human Resources contributes to the company’s relevancy, which is an important factor in maintaining a competitive advantage in an ever-changing world. There is a consequential positive correlation between low levels of job satisfaction and high levels of employee turnover.
Employee Retention Challenge
Employee retention is a challenge in itself, as well as being crucial to the success of a company, and is addressed by Human Resources. Failure to retain valuable employees (Human Capital) results in high employee turnover. Consequential to the costs associated with employee recruitment, interviewing, hiring, orienting, and training, turnover is an expensive ordeal which must be avoided. High employee turnover is a red flag for trouble in the workplace. If irregularly high volumes of employees leave a company, it is often a result of poor treatment, job boredom, too few opportunities for development and growth, or the opportunity to leave for a position in another company, which has a more competitive human resources advantage. However, turnover is most often attributed to not being treated well in the workplace. Human Resources prevents and combats high turnover by developing “the interpersonal skills of managers” (FAQ: Major HR Challenges, 2013). Human Resources also promotes employee retention of the company’s best talent by implementing “reward and recognition programs” (FAQ: Major HR Challenges, 2013). Low turnover and high rates of retention increase a company’s competitive HR position, which inadvertently also increases the competitive advantage for the company altogether.
While turnover rates may appear high for Live Nation Entertainment, this is largely in part due to the amount of seasonal and event-oriented work that is necessary in the live concert industry. Live Nation seeks to employ managers with tact and good interpersonal skills, which is exemplified by asking manager interview questions such as “how would you handle an irate drunk customer” or “how would you go about telling employees that hours must be cut down for a week?” (Glassdoor, 2016). Questions such as these ensure that Live Nation is only hiring managers who have the emotional intelligence to deal with stressful situations in a professional manner, and who can lead with tact and empathy, so as to create healthy, stable work relations. This Human Resources strategy helps to decrease the chances of having toxic leaders and hostile work environments, which could otherwise result in high employee turnover.
In addition, Live Nation Human Resources aims to retain human capital by offering competitive benefits. Some of benefits of Live Nation’s employment package includes an Employee Assistance Program, pension, health insurance, childcare voucher program, income protection, season tickets, and promotion and development (McCormick, Garbarini, Ortiz-Theriault, Keyser, & Briggs, 2015). Live Nation Entertainment’s Human Resources competitive advantage in the music industry can be largely attributed to the company’s employment benefits package.
Challenge of Diversity in the Workplace
More now than ever, the entire workforce is facing huge changes with the influx of increasing diversity of working peoples. The challenge of diversity in the workplace is to get all workers to embrace that diversity. There are more female workers in this generation than the last, and there is also an increasing diversity of different ethnicities and religions. In addition, a large portion of the workforces is aging toward retirement. Human Resources plays a large role in ensuring a company’s diverse workforce works in synchronicity to support company success. Overcoming the challenge of workplace diversity results in a competitive advantage.
Live Nation’s Human Resources strategy to embrace diversity in the workforce is evident in the company’s HR Posture on social media websites. Live Nation not only embraces diversity, but they celebrate diversity in the workplace. Live Nation Entertainment, as previously mentioned, publicly celebrated their female employees by attending the Women in IT Awards in January 2016 in London, England, as well as attending a celebration for International Women’s Day in March (LinkedIn, 2016). Additionally, Live Nation has several female executives who ranked on Billboard’s Women in Music 2015: The 50 Most Powerful Executives in the Industry list (LinkedIn, 2016). Promoting workforce diversity is part of Live Nation’s Human Resources strategy to offer differentiation in the predominantly male-saturated music industry, which gives the company an HR competitive advantage.
Operational Efficiency Challenge
The more efficient a company operates, the more profitable it becomes, which also leads to increased market share. Operational efficiency is primarily achieved by front-line operating units or teams. Unit managers are better enabled to lead their teams to success when they have a healthy relationship with Human Resources. HR serves as a very valuable resource to managers by answering questions, supporting manager initiatives, and by providing assistance to managers and their teams to help them achieve operational goals. Therefore, Human Resources contributes to operational efficiency, which gives the company a competitive advantage. While company-specific information regarding the relationship between Live Nation managers and Human Resources is not accessible, a positive correlation between operational efficiency and said relationship would indicate healthy HR-manager relationships at Live Nation Entertainment. An industry case-study would need to be conducted to prove this correlation.
Employee Work-Life Balance Challenge
An increasingly important issue in society is the desire for a healthier work-life balance. People want the American Dream back, where they work forty hours a week, leave work at work, and enjoy a separate home life. However, due to the increasing mobility of technology and communications, employers have unrealistic expectations for employees to continue working off the clock. Employers struggle to find the medium between accommodating employee demands “while maintaining the company’s production goals” (Employee Leave Policies, 2013). The difficulty is most inherent in the fact that “rest and improved employee productivity” is positively correlated, but “employee absence (also) has a direct effect on the company’s bottom line” (Employee Leave Policies, 2013). Work-life balance is addressed by Human Resources, who implements the best Employee Leave Policy for the company and its employees. When not managed correctly, leave policies can be very costly to employers; but so will the cost of turnover if the leave policy doesn’t cater enough to the employee’s demands. This challenge, when overcome, can be morphed into a competitive advantage.
Other Industry HR Competitive Position Factors
Human Resources threats can be seen as any factor which may hinder an HR department’s ability to provide quality assistance to employees or perform functions effectively. For example, “business loss” and poor economies can both cause internal budget cuts to the Human Resources department (Mayhew, n.d.). Insufficient or decreased HR funding will burden Live Nation’s Human Resources Competitive Position in the industry, because the quality and efficiency of HR services will decrease in correspondence with department funding.
External threats to Live Nation Entertainment’s HR Competitive Position in the Music Industry includes the obvious threat of industry competitors. Other companies may gain a Human Resources competitive advantage over Live Nation if they begin to offer better employment benefits packages or higher salaries. Other external HR threats includes a “diminished labor pool” and unavailability of qualified candidates for key company positions (Mayhew, n.d.).
Comparator Group HR Competitive Position
Live Nation Entertainment’s comparator group includes Service Management Group and On Stage. As mentioned previously in the Comparator Group Analysis section, SMG is listed as a competitor to Live Nation Entertainment, though they are not in the music industry. Service Management Group is a company which companies hire as an external resource for many research and HR specialty services, including employee and “customer experience management” and “employee engagement” (Brand Research, 2016). Given the nature of SMG’s business and expertise in Human Resources, they have an unparalleled Human Resources Competitive Advantage across any and every industry. Their entire business is based off the philosophy that employees must be treated well for a business to succeed, therefore, no matter how great a competitor’s benefits package is, such as Live Nation, SMG wins in the ways of Human Resources.
Service Management Group has a strong Human Resources Competitive Position. Competitive HR advantages include an extremely competitive employment benefits package, competitive wages, and outstanding employee relations and job satisfaction, as previously described in the Comparator Group Analysis section. SMG retains human capital by decreasing turnover with strategies such as recognition programs, employee engagement tools, and employee satisfaction surveys with anonymous feedback. SMG also aims to keep employees satisfied by integrating the Human Resources mission to create “happy, healthy employees” into daily standards of operations (Our Company + Culture, 2016). SMG also maintains a competitive HR position by keeping positive Public Relations. By fulfilling Corporate Social Responsibility, SMG shows the public (read it: future employees) that the company cares. This inadvertently and strategically builds strong and positive public relations, which is correlated with a competitive HR advantage.
Comparator group member On Stage Entertainment, Inc. has a very poor Human Resources Competitive Position. The company has poor employee relations, which is publicly made apparent on several verified job review websites. On Stage also does not have competitive wages or employment benefits. The only factor that may be considered an HR Competitive Advantage, is that On Stage Entertainment, Inc. employs a wide diversity of people.
HR Risks
There are a plethora of Human Resources risks, at least one for every function in the HR department. Some of these risks are inherent in Human Resources activities or responsibilities such as the hiring process, occupational safety and health, and employee conduct (Community Foundations of Canada, n.d.). Each risk associated with HR tasks poses a different probability of occurrence and level of risk consequence intensity.
One Human Resources activity that poses potential risks is the hiring process. It is possible that hiring authorities may participate in unauthorized and illegal hiring practices, such as employment discrimination. An example would be if a perfectly qualified candidate was not selected for a position due to his or her age, disability, military affiliation, genes, gender, religion, race, or ethnicity, as prohibited by the Equal Employment Opportunity Act of 1972 and its subsequent amendments (United States Equal Employment Opportunity Commission, 2016). An act of discrimination in the hiring process would could cause consequential litigation and fines, which would not only cost money, but also have a negative impact on public relations and Live Nation’s Human Resources posture. These effects could tarnish the company’s image and ultimately decrease market share and profitability in the long run. Live Nation Entertainment reduces this risk by implementing applicant screening as the first step in the hiring process. This allows Human Resources to collect a pool of candidates based solely on the qualifications present on their resume and application, with no knowledge as to what a person looks like.
Human Resources is responsible for ensuring proper compliance to the Occupational Safety and Health Act and that employee rights are granted. This also requires training managers on OSHA requirements and keeping them up to date on any changes. The risks involved with this Human Resources task is management failure to comply and unsafe working conditions. The consequences of these risks are severe. OSHA violations are a large offense, costing a company anywhere from a few thousand dollars to hundreds of thousands of dollars, depending on the number of violations, the severity of each, and whether or not they were repeat offenses or willful offenses (US Legal, 2014). Even worse so, failure to comply with OSHA regulations could result in injury or death. Live Nation’s largest safety concerns revolve around proper training and equipping of employees to handle emergency situations during concerts, as well as ensuring safe electrical wiring which can support professional grade sound and light equipment. Live Nation Entertainment mitigates these risks by conducting regular safety checks and implementing standards of operation procedural guidelines.
Employee conduct poses multiple Human Resources risks in any organization, such as abuse and embezzlement. Workplace abuse and employee misconduct can come in many forms, including sexual harassment, favoritism, bullying, and general unprofessional behavior, just to name a few. The consequences of these risks can include lawsuits, hostile work environments, low morale (thus, higher rates of employee turnover), misappropriation of funds (causing profit losses), and ultimately just a bad reputation for the company overall. Human Resources is tasked with combatting these risks. Mitigation strategies include proper cash management procedure policies, checks and balances systems for cash flow, and standard protocols to secure valuables and assets. Live Nation Human Resources reduces other employee conduct risks by conduct through orientation and training, keeping employees continuously aware of policies and procedures regarding conduct expectations, corporate ethos, and the company mission. Further efforts include providing employee handbooks and advocating a Zero Tolerance policy for abuse or harassment.
HR Opportunities
There are different perspectives concerning the essence of Human Resources opportunities. The term can refer to the opportunity to work in the HR department, and the affects that a saturated or dry labor pool may have on the ‘supply and demand’ for HR practitioners, such as non-competitive wages. Then there is the perspective that HR opportunities are the “external factors that can improve or sustain effectiveness of HR practices,” such as a stable economy and increased budget for the Human Resources department (Mayhew, n.d.). Additionally, HR Opportunities can be internal matters.
Live Nation’s internal Human Resources opportunities includes in house hiring. This opportunity enables Live Nation to build its own teams of experts in areas of business functions that are keys to market differentiation, such as live concert special effects, which contributes to the company’s human capital (Traxler, 2012). Furthermore, HR opportunities also “include new technology, unfulfilled needs of its internal customers, and beneficial changes in employment laws” (Society for Human Resource Management, 2012).
Philosophical HR opportunities are the ever-present ability to prepare and plan for the future, because there is always room to improve. These Human Resources opportunities involve strategic planning to gain or maintain a competitive HR advantage in an ever-changing labor-pool. Such plans may be designed upon contingency or improvement regarding employment branding, competitive compensation, turnover management, and/ or high safety standards (Society for Human Resource Management, 2012).
Overall Assessment
In conclusion, Live Nation Entertainment has a strong competitive HR position. Compared to On-Stage Entertainment, Inc., Live Nation’s competitive advantage regarding HR is monumental. The only positive aspect of On Stage’s HR position is that it has a diverse workforce. However, Live Nation also embraces diversity, and also trumps On Stage in every other Human Resources respect. Additionally, while Service Management Group has a stellar competitive HR advantage stemming from the fact that the nature of the business is to provide other companies with employment nourishment strategy services, that competitive advantage is quite irrelevant to Live Nation’s competitive HR position due to the fact that SMG is not in the music industry. However, relevant or not, Live Nation Human Resources can still benefit immensely by analyzing Service Management Group’s HR competitive advantages and applying their theories and strategies to a new and improved Human Resources Strategic Plan.
Recommendations and Expected Impact
Benefits and Compensation
The first improvement Live Nation can make is to increase pay for employees who are working late nights and irregular schedules in stressful environments. They can also incorporate a rehire program for seasonal employees. Full-time employees may enjoy an enhanced retirement plan with the option to do transitional “phased retirement” (Bruce, 2013). This helps ease the employees into their new life. Live Nation Entertainment could also offer paid maternity leave like Service Management Group. While these increased benefits may cost Live Nation more money than current benefits packages, they will be viewed as improvements by employees, thus creating a stronger competitive HR position in the music industry.
Diversity
Live Nation has made a great stance in embracing diversity. However, their main focus has been on their female employees. Live Nation can embrace diversity even further by celebrating all types of diversity. In addition, Human Resources could conduct diversity training for all employees to ensure everyone knows that they are accepted and welcome. Diversity training will also help deter employees with racist, sexist, homophobic, or other discriminatory views from expressing their hate in the workplace or basing decisions off of their own prejudices. This can help ensure a safe, comfortable, and professional work environment for everyone at Live Nation.
Employee Relations
The employee relations of a company is positively correlated to the “success and failure of an organization” (MSG Experts, 2016). Employee relations are considered the environment among company employees. Good employee relations would mean workers are comfortable with each other, have trust in the workplace, and coordinate together to meet the common goal.
Live Nation Entertainment has two main types of employees, corporate (office employees) and field (event workers). Field employees are the crews who are at the venues, who set up concerts, run them, secure the perimeter, and who clean up after all of the fun. Human Resources can help improve employee relations for these workers by encouraging managers to promote teamwork, communication, meetings before and after events, and team lunch breaks.
Corporate employee relations can be improved by implementing the aforementioned suggestions, but also by encouraging employees “to share their work with each other” and having employees plan, organize, and set up social and holiday gatherings, which “go a long way in strengthening the bond among the employees” (MSG Experts, 2016). In regards to cross-department employee relations between HR and front line workers, Human Resources can implement an awareness campaign to inform employees how HR can assist them and what employee resources they offer. This is particularly crucial to improve the relationships between unit managers and the HR department.
Additionally, employee relations can be negatively impacted during any change processes within the company. Live Nation Entertainment can implement a contingency standard of communications as part of a Change Management Program. When changes are made, especially those which affect employees and their daily operations, Human Resources should make a thorough attempt to prevent change resistance in the organization, which could lead to other bigger problems for the company. Human Resources must communicate about the change effectively. When employees know about a change before it actually happens, they will be more likely to accept the change and the process of implementation. Also, when employees are informed as to why a change must take place, what it will accomplish, what problem the change will solve, and are painted the bigger picture, they do not just not resist the change, but they more easily embrace the change. This ensures an easier transition for the entire company, increases operational efficiency (or prevents a decrease during the change implementation), and promotes a sense of collaborative teamwork among all company employees.
Talent Management
Talent can be better managed by implementing an initial 30 day performance review. This will help Human Resources determine if a new employee is adjusting well or not. If an employee does not seem to be doing well after the first month, Human Resources and management may decide to retrain the employee or let them go. If further training is required, so will another performance follow-up. Additionally, Human Resources can implement a quarterly employee review system. Managers review employee performance and report the information to the Human Resources Department. HR can then analyze the data collectively, helping to foresee potential issues, solve current ones, and implement strategies for improvement.
Safety
Live Nation Entertainment’s field workers operate in higher risk environments and situations than corporate employees. Human Resources can improve safety management by appointing a Risk Management Committee. In addition, Human Resources can implement a safety awareness program, sporting the slogan “every employee is a safety officer.” This is a simple reminder that unsafe acts or conduct are prohibited, and also gives every person the right to safety. For example, if a junior worker sees an upper management person (for whatever reason) performing a high risk task without his or her Proper Protective Equipment, that junior employee should feel confident that he can respectfully correct the unsafe act with no repercussion from management.
Technology
Technology is used in essential Human Resources functions, such as recruitment, talent management, payroll and accounting, and employee benefits. Most of these functions are performed on an HRIS, a Human Resources Information System. Due to the role that technology plays in the Human Resources functionality, it is imperative to keep this technology up to date and protected with professional cyber security.
Technology in Human Resources can be better put to use by creating streamlined anonymous feedback by integrating an employee concern system online. Also, Human Resources can adopt a general employee satisfaction metric. When quarterly surveys are analyzed, Human Resources can determine HRM strategy effectiveness by comparing the metric results between quarters.
Human Resources should also be wary of overdependence on technology. Human Resources should utilize technology to its advantage, while maintaining a sense of interpersonal connectedness to employees. Heavy reliance on technology may inadvertently “create an artificial distance between individuals and organizations” (Stone, Deadrick, Lukaszewski, & Johnson, 2015).
Conclusion
Human Resources is essentially the backbone of a company. Effective Human Resources Management creates a comprehensive synergy throughout every facet of a company. Therefore, when a company’s Human Resources and HR Management have a competitive advantage among the company’s Comparator Group and overall industry, the company in itself also has a competitive advantage. This is precisely why there is such a positive correlation between Live Nation Entertainment’s Human Resources Competitive Position and the company’s overall success and competitive advantage in the Arts, Entertainment, and Recreation Sector of the Music Industry.
References
Artist Submission. (2016). On Stage Enterprises. Retrieved from http://www.legendsinconcert.com/artist-submission.
Bloomberg. (2016). Company Overview of On Stage Entertainment, Inc. Retrieved from http://www.bloomberg.com/research/stocks/private/snapshot.asp?privcapId=390145.
Brand Research. (2016). SMG. Retrieved from http://www.smg.com/solutions/brand-research.
Bruce, S. (2013). Top 10 Best Practices in HR Management for 2013. Retrieved from http://hrdailyadvisor.blr.com/2013/01/27/top-10-best-practices-in-hr-management-for-2013/.
Careers. (2016). Service Management Group, Inc. Retrieved by http://www.smg.com/about-smg/careers.
Community Foundations of Canada. (n.d.). HR Planning. Retrieved from http://hrcouncil.ca/hr-toolkit/planning-risk-assessment.cfm.
Employee Engagement. (2016). Service Management Group, Inc. Retrieved from http://www.smg.com/solutions/employee-engagement.
Employee Leave Policies. (2013). MUSE. Retrieved from https://class.aiu-online.com/_layouts/MUSEViewer/Asset.aspx?MID=2736010&aid=2736052.
Employment Benefit Reviews. (2015). Glassdoor. Retrieved from https://www.glassdoor.com/Benefits/Service-Management-Group-US-Benefits-EI_IE219697.0,24_IL.25,27_IN1.htm.
FAQ: Major HR Challenges. (2013). MUSE. Retrieved from https://class.aiu-online.com/_layouts/MUSEViewer/Asset.aspx?MID=2736010&aid=2736024.
Fortune 500. (2016). Live Nation Entertainment. Retrieved from http://fortune.com/fortune500/live-nation-entertainment-392/.
Glassdoor. (2016). Live Nation Entertainment. Retrieved from https://www.glassdoor.com/Reviews/Live-Nation-Entertainment-Reviews-E7601.htm.
Haak. (2014). 9 emerging HR Trends for 2015. Retrieved from http://hrtrendinstitute.com/2014/11/29/9-emerging-hr-trends-for-2015/.
Indeed. (2014). Live Nation Entertainment. Retrieved from http://www.indeed.com/cmp/Live-Nation-Entertainment/reviews?fcountry=US.
Kansas City Corporate Challenge. (2016). Event Details. Retrieved from http://www.kccorporatechallenge.com/event-information/event-details.
Leadership. (2016). Service Management Group, Inc. Retrieved from http://www.smg.com/about-smg/leadership.
LinkedIn. (2016). Live Nation Entertainment. Retrieved from https://www.linkedin.com/company/live-nation.
Live Nation Entertainment and (RED) Raised More Than $130K for the Global Fund to Fight AIDS. (2013, DEC 20). Entertainment Close-up. Retrieved from http://ic.galegroup.com/ic/bic1/MagazinesDetailsPage/MagazinesDetailsWindow?failOverType=&query=&prodId=BIC1&windowstate=normal&contentModules=&display-query=&mode=view&displayGroupName=Magazines&limiter=&currPage=&disableHighlighting=false&displayGroups=&sortBy=&search_within_results=&p=BIC1&action=e&catId=&activityType=&scanId=&documentId=GALE%7CA353461837&source=Bookmark&u=cec&jsid=88a33608791e3feb8dfc94077af98151.
Live Nation Entertainment Teams with American Cancer Society. (2014, March 28). Entertainment Close-up. Retrieved from http://ic.galegroup.com/ic/bic1/MagazinesDetailsPage/MagazinesDetailsWindow?failOverType=&query=&prodId=BIC1&windowstate=normal&contentModules=&display-query=&mode=view&displayGroupName=Magazines&limiter=&currPage=&disableHighlighting=false&displayGroups=&sortBy=&search_within_results=&p=BIC1&action=e&catId=&activityType=&scanId=&documentId=GALE%7CA363021690&source=Bookmark&u=cec&jsid=1cf43db00c2be98b425a5f834a0683fd.
Live Nation Entertainment Enters Into Pact with Concert Promoters Andrew Hewitt and Bill Silva. (2011, October 29). Entertainment Close-up. Retrieved from http://ic.galegroup.com/ic/bic1/MagazinesDetailsPage/MagazinesDetailsWindow?failOverType=&query=&prodId=BIC1&windowstate=normal&contentModules=&display-query=&mode=view&displayGroupName=Magazines&limiter=&currPage=&disableHighlighting=false&displayGroups=&sortBy=&search_within_results=&p=BIC1&action=e&catId=&activityType=&scanId=&documentId=GALE%7CA271157849&source=Bookmark&u=cec&jsid=3a635468747bd632217600d6ae516d5b.
Market Share. (2016). Investopedia. Retrieved from http://www.investopedia.com/terms/m/marketshare.asp.
Mayhew, J. (2016). Ten Reasons Why the Human Resources Department Is Important. Retrieved from http://smallbusiness.chron.com/ten-reasons-human-resources-department-important-25554.html.
Mayhew, R. (n.d.). SWOT Analysis for HR Practices. Retrieved from http://yourbusiness.azcentral.com/swot-analysis-hr-practices-1601.html.
McCormick, Garbarini, Ortiz-Theriault, Keyser & Briggs. (2015). Live Nation. Retrieved from http://www.slideshare.net/fullscreen/DustinMcCormick/live-nation-final-presentation/2.
McLellan, M. (2016). Live Nation Entertainment, Inc. Retrieved from http://subscriber.hoovers.com/H/company360/competitorsList.html?companyId=55576000000000&competitorId=47142000000000&competitorId=89508000000000&competitorId=107678000000000.
Meloy, K. (2010). Live Nation; Mission Statement. Retrieved from http://kkmeloy.iweb.bsu.edu/.
Moderandi. (2016). Competitive Positioning. Retrieved from http://www.marketingmo.com/strategic-planning/competitive-positioning/.
Mouriño-Ruiz, E. (2015). Human Capital Challenges and Opportunities in the 21st Century. Retrieved from https://www.td.org/Publications/Blogs/Human-Capital-Blog/2015/03/Human-Capital-Challenges-and-Opportunities-in-the-21St-Century.
MSG Experts. (2016). Strategies to Improve Employee Relations. Retrieved from http://www.managementstudyguide.com/strategies-to-improve-employee-relations.htm.
M.U.S.E. (2013). Strategy Formulation and Planning. Retrieved from https://class.aiu-online.com/_layouts/MUSEViewer/Asset.aspx?MID=2735957&aid=2735967.
On Stage Enterprises. (2016). About Legends in Concert. Retrieved from http://www.legendsinconcert.com/about-legends.
Our Company + Culture. (2016). Service Management Group, Inc. Retrieved from http://www.smg.com/about-smg/our-company.
Paterson, J. (2013). Live Nation used merger to increase staff engagement. Employee Benefits, 1.
Payscale. (2016). Average Salary for Service Management Group Employees. Retrieved from http://www.payscale.com/research/US/Employer=Service_Management_Group/Salary.
Securities Act of 1933. (2016). Investopedia. Retrieved from http://www.investopedia.com/terms/s/securitiesact1933.asp.
Service Management Group Interviews. (2016). Glassdoor. Retrieved from https://www.glassdoor.com/Interview/Service-Management-Group-Interview-Questions-E219697.htm.
Society for Human Resource Management. (2012). Strategic Planning: Analysis: What is A S.W.O.T. Analysis and how does it apply to an HR Department? Retrieved from https://www.shrm.org/templatestools/hrqa/pages/cms_022634.aspx.
Stone, D., Deadrick, D., Lukaszewski, K., & Johnson, R. (2015). Human Resource Management Review, Volume 25, Issue 2, June 2015, Pages 216-231, Human resource Management Past, Present and Future – Volume 2, the influence of technology on the future of human resource management. Retrieved from http://www.sciencedirect.com/science/article/pii/S1053482215000030.
The Myers & Briggs Foundation. (2016). MBTI® Basics. Retrieved from http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/.
The HR Director. (2014). Brian Newman, Vice President Human Resources – Live Nation Entertainment. Retrieved from https://www.thehrdirector.com/hr-interviews/hrd-interview-with-brian-newman-vice-president-human-resources-live-nation-entertainment/.
Traxler, D. (2012) Outsourcing v. Hiring In-House: Pros and Cons. Retrieved from http://www.practicalecommerce.com/articles/3705-Outsourcing-v-Hiring-In-house-Pros-and-Cons.
United States Equal Employment Opportunity Commission. (2016). Laws & Guidance. Retrieved from http://www.eeoc.gov/policy/laws.html.
United States Securities Exchange Commission. (2003). Form 15. Retrieved from https://www.sec.gov/Archives/edgar/data/1035514/000114121803000005/onstageform15.htm.
US Legal. (2014). Penalties and Consequences of OSHA Violations. Retrieved from http://employment.uslegal.com/occupational-health-and-safety/complying-with-osha-standards/penalties-and-consequences-of-osha-violations/.
Web Finance. (2016). Human resources. Retrieved from http://www.businessdictionary.com/definition/human-resources.html.