It’s important that first and foremost they are the right person for the position and not just put in place as a friend of a friend or a rushed decision. The communication between both employer and employee is important to establish the grounds under which both parties feel they can add to each others qualities. Why is it the employee wants to join, what drives them and what pushes them to keep working with a good work ethic and desire to be the best they can be. What can we offer other then financial remuneration. How do we work together to create an elitism environment. These are for me the fundamentals of successful partnerships in the work place .

Be sure to make them feel part of the wider club or federation not just about the department/role they are in. Sport can inspire many and for a lot of people it can be the ultimate goal to work in their passion. Making any staff member feel part of that bigger TEAM can be invaluable and let them understand how they play a part in it all and how their contribution makes a real difference to peoples experience.

La clave es un enfoque integral de compensación total que vaya mucho más allá del salario básico, aportando un sentido de pertenencia, desarrollo y calidad de vida que son esenciales para lograr un equipo comprometido y motivado a largo plazo.

Retener el talento no solo se trata de ofrecer beneficios tangibles, sino también un ambiente donde se sientan motivados, comprometidos y valorados: 1. Desarrollo profesional: Oportunidades desarrollo y crecimiento. 2. Reconocimiento y recompensas: Premiar el desempeño con mucha importancia a los reconocimientos públicos. 3. Ambiente laboral positivo: Que se sientan valorados, escuchados y apoyados en el día a dia. 4. Equilibrio entre trabajo y vida personal: equilibrio, flexibilidad en los horarios, y uso adecuado de los días de descanso. 5. Comunicación efectiva: abierta, próxima y transparente para entender necesidades, inquietudes y expectativas... 6. Cultura de feedback: ideas, opiniones y sugerencias.

Onboarding new hires can be a difficult task, so it is important to do a few things mentioned below to make them feel comfortable and have them stay for a long time: 1. Having Induction programmes to welcome them into the organisation, give them a taste of the organisation culture and make them feel warm, welcome and comfortable. 2. Understanding that they might come from different work cultures, different places and have varied sensibilities. 3. Introduce them to their immediate and secondaries colleagues not just through work related activities but from a team building perspective. 4. Maybe appointing a buddy, to whom they can reach out to in case they need any assistance. These are a few ways apart from the normal material gifts!

In my experience as a collective leader at Decathlon, an effective onboarding process is critical to setting new hires up for long-term success. It goes beyond just introducing them to their roles—it’s about immersing them in the company culture and making sure they feel supported from day one. At Decathlon, I found that pairing rookies with mentors, setting clear expectations, and offering hands-on training sessions were key to helping new team members quickly gain confidence and contribute meaningfully to the team. Creating an environment where new hires feel empowered and part of the collective right away has consistently led to higher retention and stronger performance. Cheers,

Retaining employees in a sports organisation is vital for long-term success, both on and off the field. As president and manager of Gaben Sports Club and Tximist Foundation, I’ve learned that aligning organisational values with those of the team is key. Promoting transparency, respect, and a focus on mental health creates a supportive environment. Offering professional development opportunities, such as training and mentorship, keeps employees motivated and engaged. Finally, recognising both individual and team contributions fosters loyalty and a sense of belonging. By focusing on wellbeing, growth, and recognition, organisations can build a committed, long-term workforce.

Share a genuine interest in the success and progression. The majority of the time people lack or become restless in their roles, because there is no evidence of a shared belief in success, in order to secure this clear goals must be outlined, and the organizations expectations need to be clearly communicated. In sports organizations especially applicants often have some relatable experience from sport or a coach or leader who may or may not have believed in them in the past.