FOX Sports

Kim Beauvais

Agile HR Operations Leader

Agility Starts before the Event Goes Live

Agility starts with understanding the business before the event begins. In live sports, the pace can change quickly, but that does not mean HR should operate without structure. We build clarity around ownership, decision rights, escalation paths and the workforce requirements for each event, while leaving enough flexibility to promptly respond when the plan changes even in a moment’s notice.

The most effective HR teams are embedded in the operating rhythm of the business. That means understanding the event calendar, production model, travel demands and the realities of employees working in trucks, control rooms and multiple locations at the same time. It also means having repeatable playbooks for common issues and the judgment to recognize when a situation requires a different approach. There is no “we’ll revisit this next week” when a game is going live. Decisions often need to be made immediately and accurately. Our goal is to be present early, anticipate needs and make it easier for leaders and employees to do their best work.

Turning Production Plans into People Plans

FOX Sports’ presentation of FIFA World Cup 2026™ was a clear example of why HR and business operations have to translate the production plan into a people plan. We supported approximately 1,200 employees across three countries, with teams navigating the evolving demands that come with a global event. Preparing for that kind of operation requires looking at the workforce model, schedules, travel, onboarding, safety, approvals and the points where decisions need to be made quickly.

That work is most effective when HR is involved early enough to help shape the plan, not brought in after the plan is already in motion. Preparation also includes preparing leaders. Employees may be working long stretches, away from home and across different time zones, so leaders need to understand expectations, communication responsibilities and when to escalate. When HR and operations are aligned, employees experience one coordinated team. They know where to go for help, leaders know who owns the answer and the organization moves efficiently with employees its top priority.

Resilience is a Shared Responsibility

Wellness is not separate from performance; it is one of the conditions that makes sustained performance possible. During major events, people may be working intense schedules, traveling frequently and spending weeks away from their normal routines. We have to pay attention not only to whether the work is getting done, but also to how people are doing while they are doing it.

“Credibility comes from being able to connect HR guidance to the actual work, not from simply knowing HR policy.”

That starts with leaders checking in consistently, recognizing the pace of the work and making sure employees know what resources are available. It also means creating an environment where asking for support is viewed as responsible, not as a lack of resilience. Resilience should not be treated as an individual obligation to simply absorb more. HR and business leaders have a shared responsibility to design workable conditions, communicate clearly, notice when someone is struggling and respond with care and practical support.

Taking HR where the Action Happens

At FOX Sports, our workplace is not limited to an office. It includes production trucks, control rooms, stadiums, racetracks, campuses and remote locations across the country and around the world. Our employees may be traveling, working overnight and missing holidays while preparing a broadcast that millions of people will watch. HR has to understand that reality and meet people where the work is happening. 

In practice, that means being available to triage employee relations concerns, scheduling and pay questions, accommodations, travel issues, safety concerns and unexpected changes. It also means knowing what can be resolved locally, what requires a business partner or another function and what needs to be escalated. We aim to meet employees where they are, protect confidentiality, document appropriately and provide clear next steps. A calm, trusted, visible HR presence can make a significant difference when the surrounding environment is moving at full speed.

Business Fluency Builds HR Credibility

Know the business better than anyone expects HR to know it. Spend time with the people doing the work, understand the operating model and learn what success and pressure look like in that environment. Credibility comes from being able to connect HR guidance to the actual work, not from simply knowing HR policy.

I would also encourage HR leaders to build trust before the high-pressure moment arrives. Be clear about who owns what, follow through on commitments, challenge respectfully and communicate early when something is uncertain. HR should not create unnecessary distance from the business. Finally, treat every major event as a learning cycle: gather feedback, look honestly at what worked and what did not, and improve the playbook. People first, Excellence always.