Hosting a Hybrid Conference: Business Communication Issues

NB: We do not resell your papers. Upon ordering, we do an original paper exclusively for you.

NB: All your data is kept safe from the public.

Table of Contents

Introduction
Criteria and Constraints
Method
Alternative Option
Evaluation
Conclusions
Recommendation
References

This report shows the relevance of hosting a hybrid conference. It considers all relevant factors, such as the event’s financial costs and employees’ travel in post-COVID times. At the same time, the paper provides an alternative option in case of failure of the main proposal. In this case, the company’s management is offered the possibility of a virtual conference to avoid a large number of costs.

Introduction

The global COVID-19 pandemic has significantly affected the way many international companies operate. First, corporations moved their employees to remote work whenever possible if their position allowed them to work using a computer. This made personal meetings of employees and offline conferences impossible for a long time. To date, restrictions have weakened but continue to operate on the territory of many countries. Thus, a company must consider all possible risks and costs when holding a conference. In this case, the hybrid option is the most preferable, as it respects established traditions and entitles employees who cannot travel to attend the event.

Criteria and Constraints

To hold a hybrid type of conference, it is crucial to consider all the criteria that contribute to the normal conduct of the event. First, financial costs are reduced as employees connect using online platforms. However, the requirements can be found here: purchasing a unique platform by a company that ensures information security or using publicly available means. In this regard, choosing a closed platform that prevents data leakage is essential. As for the client base, most of the firms are registered in the United States, so the most effective option is to hold an event in the country. In this case, the hybrid conference is a definite plus since traveling to the United States requires a certificate of delivered vaccination, which is a significant limitation (Devi, 2020). Due to personal convictions or health reasons, some employees cannot do this but wish to participate in the conference (Biswas et al., 2021). Thus, the hybrid option gives them the right to attend important events.

Another limitation is the time difference both between different countries and US states. In this regard, a hybrid conference means some inconvenience for participants whose time is extra from where the meeting is being held. Accordingly, developing convenient timing requires more time and resource costs for the organization. All participants must be informed in advance of the conference at local time. Otherwise, the panel may occur at a highly inconvenient time, such as late evening or night. Finally, the firm’s financial side is a limitation when holding a conference. Since the company assumes financial obligations during its implementation when offering an event, this can impose inconvenience. Since the COVID-19 pandemic has significantly worsened the economic condition of countries and bankrupted some firms, the post-COVID times are due to a lack of finance (Didier et al., 2021). Thus, managers must carefully consider the budget that can be spent on a scheduled conference.

Method

The method of implementing a hybrid conference is information analysis and teamwork. The staff organizing the conference will create a survey that will include questions about the possibility of attending the meeting in person, and the availability of vaccination against COVID-19. It can include the question about convenience for each participant to attend an online event at a local time if they stay at home. The questionnaire helps create a visible picture of the interventions and changes needed (Story & Tait, 2019). After that, the information will be carefully analyzed, and based on this, conclusions will be drawn regarding the timing and number of participants. Teamwork includes joint discussions regarding the accommodation of employees, providing them with hotels and transportation. In this case, each participant will get a good experience of spending time at the conference (Dirks, 2019). In addition, this method includes calculating the necessary funds for the full implementation of the plan.

Alternative Option

If the team and management find hosting a hybrid conference too inconvenient and costly, an alternative option is to move the event to an entirely virtual space. Virtual conferences are a new type of meeting and are widely used in these times of crisis (Hacker et al., 2020). This will require the least cost from the company, as it will only involve organizing a platform for many participants and providing closed access for security purposes (Klöwer et al., 2020). Since safety and data leakage prevention are a priority for the firm, buying access to a closed platform is a must. Participants will be sent a unique code and password to access the conference.

Moreover, the alternative should include the number of people. In some cases, many users can slow down the system’s operation; organizing separate rooms where plenary meetings will be held is vital. Such meeting does not require the personal presence of the conference participants and the distribution of funds for hotels, meals, and venues. However, this can greatly upset the employees who were about to come. First of all, the conferences have not been held since the beginning of the pandemic, and easing restrictions could help raise team spirit. Moreover, it is a tradition observed for a short time, which may lead to its disappearance.

Evaluation

The information provided allows one to fully appreciate the pros and cons of a hybrid conference and how to conduct it. The research considers factors that require financial outlays, such as visitors’ accommodation and event organization. In addition, the paper considers the limitations of the proposed event and their impact on the idea’s viability. However, this report offers an alternative option if the company’s management concludes that there are better ways for the entire organization than a hybrid conference. An alternative option regarding lower financial costs and a more simplified organization is being discussed. However, this takes into account both the moral side for employees and the event itself as a tradition and symbol of the company’s culture. All of the above factors help evaluate the firm’s way of hosting the conference and the next steps for implementation.

Conclusions

In conclusion, the hybrid form is preferable for holding a rally. First, COVID-19 restrictions are beginning to ease, allowing employees to gather in one place (Wójcik & Ioannou, 2020). Secondly, it can help to raise their team spirit and keep tradition as an essential cultural component. However, holding a hybrid conference may require significant financial outlays. To avoid this, the virtual conference alternative can be an adequate substitute as it requires a smaller budget and a simplified organization. In this case, the management must structure the online platform competently and provide closed access for project implementation. Thus, each participant can connect using a unique code and password from the conference.

Recommendation

It can be added to the administrative team’s recommendations to divide the financial costs into tables. This approach will allow management to see the necessary budget and the factors that affect it. Additionally, employees should respond to questions about their ability to attend an offline conference. In this case, organizers can calculate the exact number of people and the resources they need. Management should strive to implement a hybrid option whenever possible, but the virtual option has its upsides. Thus, if a mixed meeting fails, the organizers should have a plan for holding a virtual meeting.

References

Biswas, N., Mustapha, T., Khubchandani, J., & Price, J. H. (2021). The nature and extent of COVID-19 vaccination hesitancy in healthcare workers. Journal of community health, 46, 1244-1251. Web.

Devi, S. (2020). Travel restrictions hampering COVID-19 response. The Lancet, 395(10233), 1331-1332. Web.

Didier, T., Huneeus, F., Larrain, M., & Schmukler, S. L. (2021). Financing firms in hibernation during the COVID-19 pandemic. Journal of Financial Stability, 53, 10-23. Web.

Dirks, J. L. (2019). Effective Strategies for Teaching Teamwork. Critical Care Nurse, 39(4), 40–47. Web.

Hacker, J., vom Brocke, J., Handali, J., Otto, M., & Schneider, J. (2020). Virtually in this together–how web-conferencing systems enabled a new virtual togetherness during the COVID-19 crisis. European Journal of Information Systems, 29(5), 563-584. Web.

Klöwer, M., Hopkins, D., Allen, M., & Higham, J. (2020). An analysis of ways to decarbonize conference travel after COVID-19. Nature, 583(7816), 356-359.

Story, D. A., & Tait, A. R. (2019). Survey research. Anesthesiology, 130(2), 192-202. Web.

Wójcik, D., & Ioannou, S. (2020). COVID‐19 and finance: market developments so far and potential impacts on the financial sector and centres. Tijdschrift voor economische en sociale geografie, 111(3), 387-400. Web.

Click Here To Order Now!