Introduction For organisations like EW (Event Workforce), being able to attract volunteers is an integral aspect of the company’s success. The reason behind this is connected to the concept of “quality staffing” which is defined by having volunteers that have the capacity to take the initiative to resolve issues, are able to follow instructions promptly, and have the necessary cognitive and physical capabilities to accomplish a job properly (Bathini & Vohra, 2014). This is essential for the various sporting events that EW sends its volunteers to since quality volunteers within any organisation are in high demand. The term “quality” in this case is often related to the amount of dedication and reliability that is inherent within volunteerism (Coleman, 2002). A sporting event simply cannot have volunteers one day and have a distinct lack of volunteers the next. Reliability is essential for success and this is one of the reasons why finding good volunteers for an outdoor sporting event is absolutely essential (Joseph, 2013). Despite the nature of volunteerism (i.e. working for free), (Griffin, 2009) explains that in order to retain volunteers in the long term some form of tangible benefit that they can accrue is needed. Based on the work of Auld & Cuskelly (2000), it was noted that one of the macro factors involved in volunteerism was connected to the perception of volunteers towards an event. For instance, events such as the World Cup, the Olympic Games and championship cricket matches usually have higher numbers of people that wish to volunteer as compared to small sporting events that few people have even heard of. From a micro perspective, Skirstad & Hanstad (2013) shows that networking can be considered as an effective tool for gaining volunteers since there are multiple organisations out there with their own pool of volunteers. Some form of inter-organisation exchange could occur where volunteers from one organisation would help and attend the events of the other (Kay & Bradbury, 2009). This process would ensure that EW would have access to a wide pool of possible candidate that have already been vetted and examined by their individual organisations. Based on what has been presented so far, it must be questioned as to what strategies would be effective in attracting and retaining high quality volunteers to EW. Literature Review Understanding What Attracts Volunteers It is normally the case that people volunteer in various organisations due to a variety of potential reasons. These can range from truly enjoying the process of volunteering for a sporting event, being curious about volunteering in general or other such reasons that are too numerous to mention. Based on the work of Downward, Lumsdon & Ralston (2005), it was noted that that process of attracting and retaining volunteers often centred on the concept of appealing to their sense of “motivation” in that volunteers must feel that they are getting something out of the time they are investing into the sporting activity. Through the analysis of Waikayi, Fearon, Morris & McLaughlin (2012), it was revealed that this sense of satisfaction for volunteers can be divided into two distinct categories, namely: in