Australia’s impressive performance in the Paris 2024 Olympic and Paralympic Games is a testament to the nation’s strategic investment in talent, training, and innovation. Behind every sporting medal stands a team of exceptional professionals ensuring athletes perform at their best. As we look ahead to the Los Angeles 2028 and Brisbane 2032 Games, it’s clear that creating innovative workforce strategies will be crucial in maintaining Australia’s sporting dominance on the global stage.
In this article, I will explore how sports organisations can capitalise on the Olympic and Paralympic momentum by investing in their workforce and reward programs to sustainable high performance.
A New Ball Game for Australia’s Sports Workforce
The next decade will see a transformation of the sports workforce in Australia. The sector is experiencing significant growth, driven by preparations for the Brisbane 2032 Games, increased participation in sports, the expansion of major sporting codes, surging spectator numbers, and rising demand for elite sports services. According to a recent IBISWorld report, the sector’s revenue is projected to grow at an annualised rate of 2.8% over the next five years. This positive outlook presents new opportunities—and challenges—for sports organisations as they build the next generation of talent.
Simultaneously, the rise of generative artificial intelligence (AI) tools is reshaping workforce development, with coaches, trainers, and sports scientists needing to develop digital competencies to leverage data analytics in optimising athlete performance. To stay competitive, sports organisations must invest in upskilling their workforce and adopt emerging technologies.
The pandemic has also reshaped the employee experience across the sports sector. Staff, coaches, and athletes now seek not only high-performance outcomes but also flexibility and inclusivity in their work environments. The recent National Gender Equity in Sports Governance Policy, mandating equal gender representation in sports boards by 2027, further emphasises the importance of diversity not only on the field but also in leadership roles. As sports organisations seek to attract and motivate talent, they need to create support systems that promote mental well-being, work-life balance, inclusive culture, and a clear sense of purpose.
Strategies for Workforce and Reward Transformation
As the landscape of the Australian sports sector evolves, so too must the approach to people strategy and reward programs. Rethinking how organisations attract, develop, and motivate talent is essential to meet the diverse needs of today’s workforce. I share three strategies to guide workforce and reward transformation in sport organisations.
1. Create Talent Pathways Across the Sports System
Developing a talent pipeline across the broader sports system will allow organisations to source skills quickly and efficiently. The sports system has an extensive network of talent, from local clubs to national sporting organisations, institutes, and game partners. By implementing training programs that encourage cross-disciplinary skill acquisition, the sector can create a dynamic talent ecosystem capable of scaling with changing skills demands.
An example could be leveraging technology and data analytics to understand workforce capability across this ecosystem will enable organisations to identify the right people with the right skills at the right time. By creating a comprehensive inventory of available skills across the sports system organisations could streamline workforce planning, optimise talent identification, and better predict workforce needs of the future.
2. Foster Purpose-Driven Recognition
Aligning reward strategies with the broader mission of sport—such as promoting community engagement, sustainability, and diversity—can have a powerful impact on team and individual motivation. Purpose-driven rewards, such as recognition for community service, can enhance employee self-worth and reinforce connections to an organisation’s values.
In practice, organisations could introduce incentives that reward employees’ involvement in gender equity initiatives or environmental sustainability programs, strengthening both engagement and commitment.
3. Build Flexible, Inclusive, and Personalised Rewards
As the sports sector moves toward a more inclusive and sustainable environment, sports organisations need to rethink reward structures to ensure they cater for the diverse needs of their workforce. A one-size-fits-all approach is no longer effective. Instead, rewards should be tailored to align with individual career aspirations and personal priorities. For instance, offering customisable benefits across a range of options — gym memberships, mental health support, childcare assistance, or educational allowances — ensures incentives resonate with employees and drives engagement.
A Call to Action for the Future of Australia’s Sports Workforce
As Australia enters a ‘golden decade of sports’, organisations need to build a workforce that is future-ready and capable of sustained excellence. Aligning people and reward strategies with the rapid growth of the industry and the evolving workforce landscape will ensure Australia remains a global leader in sport, both in terms of athletic success and workforce management.
Is your sports organisation prepared to build the workforce of tomorrow? Are your people and reward programs evolving to meet the changing needs of your coaches, sports scientists, leaders, and staff? Reach out to explore how innovative workforce strategies can help propel Australia’s next wave of sporting success.
Frederick Guanzon advises sports organisations in Australia on navigating the complexities of performance management, workforce rewards, and organisational transformation. With two decades of consulting and industry experience, Frederick regularly speaks at sports forums, offering insights into the future of work and high-performance strategies.