體育產(chǎn)業(yè)從未像現(xiàn)在一樣如此全球化、如此充滿競(jìng)爭(zhēng)。一流的人才會(huì)吸引全世界的注意，而企業(yè)或機(jī)構(gòu)若想招攬一流人才，必須制定相應(yīng)的策略。

建立人才招募策略，關(guān)鍵在于要利用好數(shù)字時(shí)代帶來(lái)的優(yōu)勢(shì)。沒(méi)有意識(shí)到這一點(diǎn)，或不據(jù)此而行動(dòng)，都將面臨失敗。

2009年之前，體育組織的困境在于如何向全球人才市場(chǎng)有效地介紹自己。全行業(yè)嚴(yán)重依賴(lài)于少量的傳統(tǒng)招聘機(jī)構(gòu)，而這些招聘機(jī)構(gòu)掌握的優(yōu)秀人才少之又少。小公司與大公司相比毫無(wú)競(jìng)爭(zhēng)力可言，更難找到合適的人選。

但數(shù)字化改變了這一切。每一家企業(yè)、組織、機(jī)構(gòu)，無(wú)論大小，都有機(jī)會(huì)以一種比以前更具成本效益的方式，面向全世界的人才高效地展示自己。

傳統(tǒng)招聘機(jī)構(gòu)將不再是招聘過(guò)程中的必要環(huán)節(jié)，只有當(dāng)涉及敏感的高層任命時(shí)，才需要他們的介入。在數(shù)字時(shí)代，雇主必須靠自己完全掌控人才招募策略。

我們估計(jì)，體育行業(yè)的雇員在世界范圍內(nèi)有近1000萬(wàn)人。這表明每年將產(chǎn)生約100萬(wàn)個(gè)空缺職位。這么多空缺職位等待填補(bǔ)，意味著企業(yè)在人才招募上的競(jìng)爭(zhēng)將十分激烈。

對(duì)體育產(chǎn)業(yè)的投資在全球規(guī)模上持續(xù)增長(zhǎng)，并且沒(méi)有減速的跡象。中國(guó)就是很好的例子。

2014年末，中國(guó)政府出臺(tái)46號(hào)文件后，商業(yè)投資的熱潮涌向中國(guó)體育產(chǎn)業(yè)。2025年，中國(guó)體育產(chǎn)業(yè)的年交易量很可能會(huì)達(dá)到5000億美元（約3.44萬(wàn)億人民幣）。由此帶來(lái)的影響是，體育產(chǎn)業(yè)將為中國(guó)就業(yè)市場(chǎng)創(chuàng)造上百萬(wàn)個(gè)就業(yè)機(jī)會(huì)。

中國(guó)的商業(yè)投資已經(jīng)達(dá)到了很高的層次。2015年，體奧動(dòng)力以5年13億美元（80億人民幣，按當(dāng)時(shí)匯率換算）購(gòu)得中超聯(lián)賽全媒體版權(quán)。緊接著，樂(lè)視體育以4.2億美元（27億人民幣，按當(dāng)時(shí)匯率換算）向體奧動(dòng)力買(mǎi)下了中超2年的新媒體平臺(tái)獨(dú)家版權(quán)。同時(shí)，中國(guó)在國(guó)際體育市場(chǎng)上的影響力與日俱增：萬(wàn)達(dá)集團(tuán)12億美元（按當(dāng)時(shí)匯率換算約10.5億歐元）收購(gòu)贏方體育；2016年冬季的轉(zhuǎn)會(huì)窗口，中國(guó)足球俱樂(lè)部成為全球足球轉(zhuǎn)會(huì)市場(chǎng)最大金主；以及，中國(guó)投資者屢屢出手投資歐洲球隊(duì)。

隨著中國(guó)市場(chǎng)的成長(zhǎng)，世界其他市場(chǎng)受到的沖擊和影響越來(lái)越強(qiáng)烈。工作機(jī)會(huì)在各個(gè)層次涌現(xiàn)，吸引著中國(guó)國(guó)內(nèi)外人才的目光。這一切的大背景是，全球體育行業(yè)都在快速有序發(fā)展，創(chuàng)造出越來(lái)越多的機(jī)會(huì)。

面對(duì)全球化和市場(chǎng)競(jìng)爭(zhēng)帶來(lái)的挑戰(zhàn)，前瞻規(guī)劃是必不可少的。任何一家機(jī)構(gòu)組織都需要用數(shù)字化的方式清晰地傳達(dá)和證明作為雇主對(duì)目標(biāo)人才的吸引力，而這與機(jī)構(gòu)的其他市場(chǎng)策略一樣需要認(rèn)真對(duì)待，不再是修修補(bǔ)補(bǔ)或錦上添花。

當(dāng)涉及將企業(yè)或機(jī)構(gòu)要把招聘需求廣而告之時(shí)，企業(yè)或機(jī)構(gòu)自己的網(wǎng)站可能就有些力不從心了。吸引數(shù)百份并不合適的簡(jiǎn)歷是對(duì)時(shí)間的浪費(fèi)，但如果與擁有復(fù)雜過(guò)濾機(jī)制的專(zhuān)家平臺(tái)合作，就能保證只收到合適的候選人工作申請(qǐng)。

例如全體行（GlobalSportsJobs）就是這種模式的平臺(tái)。它把人才招募的權(quán)利交還給有招聘需求的體育組織，同時(shí)向他們提供專(zhuān)業(yè)知識(shí)、見(jiàn)解和技術(shù)，幫助體育組織建立前瞻性思維和高效的招募品牌策略（employer brand strategy）。

全體行每個(gè)月會(huì)發(fā)布450到500個(gè)工作機(jī)會(huì)，從超過(guò)170個(gè)國(guó)家接收工作申請(qǐng)。在為行業(yè)內(nèi)外的機(jī)構(gòu)創(chuàng)造均等機(jī)會(huì)的同時(shí)，反過(guò)來(lái)也提高了人才庫(kù)中人才的素質(zhì)和多樣性。通過(guò)提供能夠持續(xù)尋找人才和就業(yè)機(jī)會(huì)的產(chǎn)品和網(wǎng)絡(luò)，全體行擴(kuò)大了人才庫(kù)的范圍，提高了人才信息的即時(shí)性。

這是一個(gè)快速變遷、競(jìng)爭(zhēng)激烈的行業(yè)，體育行業(yè)的雇主們必須迅速高效地找準(zhǔn)定位，利用好數(shù)字時(shí)代的優(yōu)勢(shì)。

本文作者：Karl Oliver

英文原文：

The industry has never been more global or more competitive – the best talents have the whole world to aim at and organisations need to take full responsibility for their employee acquisition strategies if they want to attract the best of the best.

Building a talent acquisition strategy based on all the advantages that the digital age offers is essential. Those who don’t recognise and act on this face falling behind.

Prior to 2009, sports organisations struggled to present themselves effectively to a global employment market. The industry relied heavily on a small number of traditional recruitment agencies who had a limited pool of talent to work with. The smaller companies couldn’t compete with the larger organisations, and struggled to attract the best candidates.

But digital has changed all of that. Now every organisation, no matter how big or small, has the opportunity to present itself effectively to potential future employees from all over the world in a far more cost-effective manner than was available before. And, equally, potential applicants can access, review and assess every opportunity.

''Traditional recruitment agencies are no longer an essential part of the employment process. Only the most sensitive of senior appointments require their input. In this digital age, employers need to take full control of their talent acquisition strategies.''

We estimate that there are 10 million people employed in the sports industry worldwide. This suggests that there will be approximately one million vacancies each year. With that number of posts to fill, it’s not difficult to see how competitive talent acquisition is becoming.

Investment in sport continues to increase on a global scale and shows no signs of slowing. Take China, for example.

The market in China is leading the way under the new-found freedom for commercial investment that was granted by the State Council at the end of 2014. Projections of a $500billion per annum turnover by 2025 are looking entirely achievable. And the resulting impact on the Chinese employment market is significant with millions of new jobs expected to be created in the sports sector.

Commercial investment in China has already reached vast levels. In 2015, China Sports Media acquired broadcasting rights for the Chinese Super League (CSL) in a $1.3 billion five-year deal. That was followed by the country’s leading internet-based sports company, LeSports, paying $420 million for online multimedia rights. And the Chinese influence on international sports markets is as impressive as it is far reaching. The Wanda Group spent $1.2 billion on Infront Sports & Media, Chinese football clubs were the biggest spenders in the global transfer market in the 2016 winter window, and Chinese investment in European teams is growing rapidly.

As the Chinese market grows, its impact and influence on the rest of the world becomes more pronounced. Opportunities are being created at all levels and they are attracting the very best Chinese and non-Chinese candidates. That is against a background of a global industry that was already developing rapidly and, in turn, creating more and more opportunities.

To meet the challenges of this ever increasing global and competitive market, forward planning is essential. Every organisation needs to have in place a digital footprint that clearly communicates and demonstrates their appeal as an employer. This should be treated as seriously as every other organisational marketing strategy and no longer as an afterthought or ‘nice to have’.

When it comes to advertising your organisation’s jobs, your own website is unlikely to reach the quality of candidate that you are looking for. Attracting hundreds of inappropriate applications is an expensive waste of time, whereas partnering with a specialist platform that has a sophisticated filtering system ensures that you only receive applications from suitable candidates.

At GlobalSportsJobs we are putting the responsibility for talent acquisition back into the hands of sports organisations and also providing the knowledge, insight and technology necessary to build a forward-thinking and effective employer brand strategy.

We advertise between 450 and 500 career opportunities per month and receive applications from over 170 countries. We are creating choice with equal opportunity for people inside and outside of the industry, which in turn raises the quality and diversity of talent. We are providing reach and immediacy through a product and network that delivers a sustainable approach to finding talent or opportunity.

This is a fast moving, competitive industry and employers must position themselves rapidly and effectively to reap the benefits.

聲明：文中觀點(diǎn)僅代表作者本人觀點(diǎn)，不代表懶熊體育。