The suc­cess of any strate­gic plan de­pends up­on an or­gan­i­sa­tion's hu­man re­source ca­pac­i­ty.

Ac­cord­ing to Tay­lor, Do­her­ty, and Mc­Graw [2008], "at­tract­ing, de­vel­op­ing and re­tain­ing tal­ent­ed peo­ple can pro­vide a sports or­gan­i­sa­tion with the re­sources it needs to pros­per, grow and ul­ti­mate­ly gain a com­pet­i­tive ad­van­tage."

At­tract­ing the right peo­ple in­to an or­gan­i­sa­tion al­lows for es­tab­lish­ing a com­pet­i­tive ad­van­tage. It re­quires cre­at­ing a pool of per­son­nel who of­fer tech­ni­cal, team, and lead­er­ship skills, al­low­ing the or­gan­i­sa­tion to de­vel­op and achieve its strate­gic ob­jec­tives and goals. In ad­di­tion, hav­ing the right per­son­nel with­in an or­gan­i­sa­tion pro­vides a foun­da­tion for high­er lev­els of ef­fi­cien­cy, pro­duc­tiv­i­ty, and or­gan­i­sa­tion­al morale.

"Such peo­ple are like­ly to be mo­ti­vat­ed to give their best and will de­liv­er the flex­i­bil­i­ty and com­mit­ment that most sports or­gan­i­sa­tions seek" (Tay­lor, Do­her­ty, and Mc­Graw, 2008).

Or­gan­i­sa­tions that may not be able to hire full-time per­son­nel can be cre­ative by form­ing a col­lab­o­ra­tive re­la­tion­ship with high­er ed­u­ca­tion in­sti­tu­tions such as the Uni­ver­si­ty of the West In­dies (UWI) and the Uni­ver­si­ty of T&T (UTT). These in­sti­tu­tions can en­gage their sports man­age­ment and sci­ence stu­dents in in­tern­ships at sport­ing or­gan­i­sa­tions to gain first-hand ex­pe­ri­ence to com­ple­ment their the­o­ret­i­cal learn­ing and knowl­edge. On the oth­er hand, sport­ing or­gan­i­sa­tions will ben­e­fit from the in­tern's cut­ting-edge ex­per­tise and tech­ni­cal skills. Ul­ti­mate­ly, the col­lab­o­ra­tion will pro­vide a plat­form for rec­i­p­ro­cal ben­e­fits to all stake­hold­ers.

In any or­gan­i­sa­tion, re­tain­ing per­son­nel–ath­letes, ad­min­is­tra­tors, coach­es, oth­er tech­ni­cal staff, and vol­un­teers–is crit­i­cal to its sur­vival and con­ti­nu­ity. Cre­at­ing a pos­i­tive en­vi­ron­ment with high lev­els of mo­ti­va­tion and ap­pro­pri­ate re­wards and recog­ni­tion sys­tems is cru­cial to main­tain­ing high re­ten­tion lev­els. There­fore, ad­min­is­tra­tors must un­der­stand what makes a mo­ti­vat­ed, com­mit­ted, and sat­is­fied mem­ber­ship. Ad­min­is­tra­tors must tap in­to their lead­er­ship re­sources to find ways to keep their mem­ber­ship–es­pe­cial­ly ath­letes and sup­port staff–in­ter­est­ed.

Train­ing and de­vel­op­ment are es­sen­tial to hav­ing suit­able hu­man re­source ca­pac­i­ty in any sport­ing or­gan­i­sa­tion. Fur­ther­more, train­ing and de­vel­op­ment al­low per­son­nel to de­vel­op and hone crit­i­cal tech­ni­cal skills that will con­tribute to their growth and self-es­teem, which can al­so ben­e­fit the or­gan­i­sa­tion re­gard­ing suc­ces­sion plan­ning.

Suc­ces­sion plan­ning is a pow­er­ful fea­ture of the sur­vival and con­tin­u­ance of any or­gan­i­sa­tion. Or­gan­i­sa­tions, es­pe­cial­ly those built around one or two per­sons, may ex­pe­ri­ence se­vere chal­lenges when they are no longer in­volved. These chal­lenges may re­sult in an ex­o­dus of ath­letes and tech­ni­cal mem­bers, im­pact­ing oth­er ar­eas, such as fund­ing. There­fore, de­vel­op­ing an or­gan­i­sa­tion­al cul­ture through suc­ces­sion plan­ning is im­per­a­tive for con­tin­ued ex­is­tence and suc­cess.

There­fore, "how well sports or­gan­i­sa­tions cope with fu­ture chal­lenges fac­ing them will de­pend to a large de­gree on how well they can man­age peo­ple to suc­ceed in new ways of work­ing and how suc­cess­ful they are at ne­go­ti­at­ing as­so­ci­at­ed changes" (Tay­lor, Do­her­ty, and Mc­Graw,2008).