Some thoughts and observations about the roundtable:
• The conversation began with a question about trends that executives see in hiring and talent recruitment. Unsurprisingly, AI and private equity were the two most hotly discussed disrupters.
• On AI, the general sense was that it is too early to make predictions about if (or where) it will displace, replace or perhaps augment jobs in the sports industry. Multiple executives said they are placing emphasis on familiarizing themselves with the technology and training their staff on how to use it responsibly. There was also discussion about sports organizations beginning to create AI or innovation-specific executive roles, some of which exist outside of their technology practice.
• The modern-day sports business is more open to talent from other industries than ever. Private equity’s growing presence has organizations focused on profitability and financial health — and thus workers who can operate in demanding, performance-based environments, particularly in revenue-generating roles. There was also an acknowledgement that to compete for talent with the tech and financial industries, sports organizations’ compensation models must evolve to include elements such as equity packages.
• One ripple effect of these disruptions: Deep specialization is no longer as valued as the skill set of a “master generalist” — with the ability to quickly learn, adapt and problem-solve across their business — by those in hiring positions. This could have downstream effects on sports management programs at universities.
• While no specific question was asked about building a positive organizational culture, the theme permeated discussion around several topics. Misidentifying a culture fit was the primary reason cited for times executives missed on a hire. For many, the pendulum is swinging away from remote work as organizations look to build connectivity, although it was noted that offering hybrid flexibility can be used as a recruiting tool. The in-office dynamic is key for young professionals, in particular, because of the mentorship and career development opportunities that come from working in an office every day.
• Available at sportsbusinessjournal.com: The conversation ended with a question about best practices for mid- to late-career professionals who experience layoffs. Advice centered on leveraging one’s skills and network to search for fractional, advisory or consulting work, which could lead to a full-time opportunity or collection of projects that, in the aggregate, pay better or are more flexible than a single, full-time role.
