Agency Selection and Assigned Personnel Verification: A Practical Guide by Role

Part 1. Procurement and Selection Lead

"Verify the agency’s event record and the proposed PM’s actual role separately."

• Separate company experience from individual responsibility: A proposal listing major events does not establish the proposed PM’s own experience. Evaluate the specific work the individual performed separately, whether overall planning, stage production, registration operations or technical supply.
• Verify using shareable deliverables: Do not demand another client’s confidential quotations or participant lists. Request the types of deliverables that may be shared, the person’s responsibility and a permissible verification route. Record redacted or unconfirmed information as pending instead of filling gaps with assumptions.
• Identify required participation and continuity by stage: A PM title alone does not show which decisions the person will make or when they will participate. Check proposal meetings, production approvals, site visits, rehearsals, the live event and load-out, and define the critical responsibilities that must remain with the same person from preparation through the event.

Part 2. Agency and Assigned Personnel

"Replace vague titles with confirmed working windows and alternatives for unresolved assignments."

• Confirm availability for required windows in writing: Provide a clear response confirming availability for the dates and time windows needed for this event, without requesting or disclosing another client’s detailed project information or sensitive personal information.
• Distinguish confirmed staff from candidates: If the team has not been finalised at proposal stage, distinguish confirmed staff from candidates. Attach a final confirmation deadline and an alternative assignment if the candidate remains unconfirmed to the proposal evaluation record.
• Evidence a complete handover when personnel change: A change during mobilisation or delivery requires more than replacing a name. Demonstrate that proposal commitments, open conditions, approved drawings and external points of contact have all been handed over.

Part 3. Contract and Mobilisation Lead

"Control unauthorised replacement of key personnel and recheck the actual team at kickoff."

• Specify key personnel and written approval: Using the US HHS contract example as a reference, name personnel whose involvement was material to selection in the agreement. Specify that replacement reasons and qualifications must be reviewed and the client’s formal written approval obtained, as agreed by the parties.
• Set successor qualifications and recheck scope: If replacement is unavoidable, assess whether the successor’s qualifications and experience meet the agreed requirements, including an equal-or-higher standard where the contract specifies it. Define the handover procedure and recheck scope under the parties’ agreement.
• Compare kickoff staffing with the proposal: Reconcile selection records with the actual staffing plan at kickoff. Appoint an owner to review and control the appropriateness of changes so that an unauthorised event-day substitution does not undermine the conditions used in evaluation.

US HHS key-personnel and replacement requirements are an agency-specific contract example; they do not automatically apply to Korean events. Check the actual replacement requirements and approvals against the procurement notice and the parties’ contract.

Final check before use: Before final agency selection, contracting and the kickoff meeting, cross-check the proposed personnel’s actual roles, availability for the event and replacement approval conditions.