Figure 1: Off-field characteristics as highlighted by professional rugby agents
Figure 2: Off-field factors as highlighted by professional rugby agents.
Let's get stuck into what senior management ha to say.
1. Off Field Characteristics (Senior management)
a. Personal character
“We back coaching to fill the skillset of the player, as we take personality above skills. In the long run we need good people”
(Head of Recruitment – Premiership)
The character of the player is as important as the rest of what the player brings to the organisation. Players with good daily behaviours, that are competitive and can keep good internal relationships, are sought after.
b. Leadership
“Education of a player is also important for me, as they will become the leaders of the future and that will lead to a good career”
(General Manager - MLR)
Leadership and the ability to educate and lead within the squad, to help improvement within the organisation, was a characteristic that added value.
c. Growth mind-set
Not all interviewees mentioned this as a characteristic that can add value, but it warrants mentioning from a senior management perspective. This is also linked to the coachability of the player.
d. External relationships
Some senior management mentioned the importance of the interaction of players with media and sponsors, as something that can potentially play a role in the future valuation of a player.
Figure 3: Off-field characteristics as highlighted by senior management within professional rugby organisations.
2. Off Field Factors (Senior management)
a. Team management
“Players buy into the coach. The profile of the coach matters. If they believe he will make them better and get them back into an international jersey, they will sign for less money. They also believe they can win trophies with him and will come cheaper. This can be reversed if they do not buy into him; you then need to pay those more to get them into the organisation”
(President – Super Rugby Franchise)
Senior management expressed the need to have a high-performance setup of coaches that can attract players. If the team is successful and the organisation is successful, it is a benefit for the organisation in recruitment and retention.
“We end up getting players for less because they want to try and come win some trophies, and being part of that group means something to them. We have to use that to our advantage”
(Head of Rugby Operations – Pro 14)
b. Local regulations
“Transformation players might get more than what they are worth because you must have a certain number of them, and everybody wants them”
(President – Super Rugby Franchise)
The theme of local regulations significantly impacting player valuation was again evident from the interviews with senior management.
c. Budget
“Monetary value was set through our budget. We try to differentiate our money roughly evenly, but it all depends on the personnel we have available”
(Head of Recruitment - Premiership)
Budget constraints at most organisations are linked to the salary cap with local regulations. The senior management members interviewed generally held the preference to spread the budget more evenly across the squad if it is possible.
“If players are of similar age and pedigree they will be earning the same”
(CEO – Super Rugby Franchise)
d. The organisation
“When I started, we had to let go 380-390 worth of international caps, as they were too expensive and did not fit the culture of the organisation”
(CEO – Super Rugby Franchise)
A strong opinion was expressed that the strategic plan for the organisation plays a role when it comes to retention and recruitment.
We are willing to spend a bit more to get or keep home grown players to sell the dream to the younger generation”
(President – Super Rugby Franchise)
e. Market supply and demand
“The market states certain values to a certain range. International experience = X, Premiership experience = Y and so forth”
(Head of Recruitment - Premiership)
Market supply and demand was also mentioned by senior management. It was however not a primary factor in value determination.
f. Player status and reputation
“Big name players have their own following and can contribute to the organisation’s brand through social media, as people will associate with the organisation through the player”
(President - Super Rugby Franchise)
Status and reputation were not consistently mentioned by interviewees. That said, it is important to mention and link with the strategic goal of the organisation, as in future this may well become a more significant factor in player valuation as professional rugby grows in the commercial market.
“The image rights of players in future will definitely play a bigger role”
(CEO – Super Rugby Franchise)
Figure 4: Off-field factors as highlighted by senior management within professional rugby organisations.
Summary: A one page summary slide for your benifit:
1.Off field characteristics that Senior Management said they are looking for
2.Off field factors that Senior Management said they are looking for
Tip: Click on above links to open summary slides