Miami Dade College Chapter 3 Human Resources Needs Analysis Paper Take the most attractive idea out the three you have identified( you will be the owner of

Miami Dade College Chapter 3 Human Resources Needs Analysis Paper Take the most attractive idea out the three you have identified( you will be the owner of that company) and:

Analyze your staff needs.
Create a job description.
Create compensation Programs.
Staff training and assessment of training costs.
Role of manager in staff performance.
Reasons for termination.

It is imperative necessary for you to understand all the financial implications regarding a business needs. Everything you will intend to do has a cost associated with it!

Make sure you are using Excel spreadsheet to include every line item for your budgets!

Provide detailed and relevant information for each of the categories listed above based on chapters 3, 4, 5 and 6. Use APA style format.

ill give you the rest of the information about the business and the employees 2
Library of Congress Cataloging-in-Publication Data
Health fitness management : a comprehensive resource for managing and operating programs and facilities / Mike Bates, editor. – 2nd ed.
p. cm.
Includes bibliographical references and index.
ISBN-13: 978-0-7360-6205-3 (hard cover)
ISBN-10: 0-7360-6205-X (hard cover)
1. Physical fitness centers–United States–Management. 2. Physical fitness–Study and teaching–United States. I. Bates, Mike,
1972GV428.5.H43 2007
613.7’068–dc22
2007029345
ISBN-10: 0-7360-6205-X
ISBN-13: 978-0-7360-6205-3
Copyright
2008 by Mike Bates
Copyright
1998 by William C. Grantham, Robert W. Patton, Tracy D. York, and Mitchel L. Winick
All rights reserved. Except for use in a review, the reproduction or utilization of this work in any form or by any electronic,
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Notice: Permission to reproduce the following material is granted to instructors and agencies who have purchased Health Fitness
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344, 363. The reproduction of other parts of this book is expressly forbidden by the above copyright notice. Persons or agencies
who have not purchased Health Fitness Management, Second Edition, may not reproduce any material.
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3
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4
This book is dedicated to all of the contributors. This project would never have started or finished if it weren’t for your
involvement and expertise.
5
[contents]
contributors
preface
acknowledgments
introduction
An Overview of the Health and Fitness Industry
part I
one
Human Resources
Recognizing the Importance of Leaders and Managers
D. Jane Riddell
Exploring Management and Leadership Theory
Acknowledging the Difference Between Managing and Leading
Struggling as a Manager: Ten Pitfalls to Avoid
Succeeding as a Manager: A Strategy to Manage Talent
two
Understanding Organizational Design
Scott Lewandowski
For-Profit Commercial Organizations
Not-for-Profit Community Facilities
Hospital-Based Fitness Centers
Corporate-Based Fitness Organizations
three
Recruiting the Best Staff for Your Facility
Kevin Hood
Analyzing Staffing Needs
Formalizing Job Descriptions
Refining Job Descriptions
Selecting the Appropriate Recruiting Vehicle
Developing Interview Questions
Selecting the Best Candidate for the Position
four
Training and Developing Staff
Brenda Abdilla
Five Steps to Creating Internal Training Programs
Outside Resources for Training and Development
Assessment of Training Costs
five
Managing Staff Performance
Bud Rockhill
Role of the Manager in Staff Performance
Steps in Managing Performance
Employee Termination
six
Developing a Compensation Program
Mike Bates
Compensation and Management
Compensation Program Basics
Forms of Compensation
Industry Pay Practices
part II
seven
Member Recruitment, Retention, and Profitability
Marketing Your Facility
Casey Conrad
Marketing Categories and the Parthenon Effect
6
Steps to Creating an Effective Marketing Piece
eight
Increasing Sales
Karen Woodard Chavez
Fostering the Partnership Between the Service Desk and Membership Department
Turning Calls Into Appointments
Maximizing the Face-to-Face Selling Process
nine
Focusing on Customer Service
Terry Eckmann
Recognizing the Importance of Customer Service
Identifying Your Customer
Understanding What the Customer Wants
Training Staff for Exceptional Customer Service
Communicating With Customers
Dealing With Difficult Customers
Monitoring the Effects of Customer Service
ten
Retaining Members Through Program Management
Sandy Coffman
Establishing the Purpose of Programming
Retaining Your Members: Ten Keys
Programming by Logical Progression
Developing a Successful Program
Recognizing the Importance of Program Directors
eleven
Generating Revenue Through Profit Centers
Cheryl Jones
Development and Organization of Profit Centers
Four Common Profit Centers
part III
twelve
Operations and Facility Management
Understanding Financial Management
Mike Bates
Cash Versus Accrual Accounting
Financial Statements
Budgeting
Income Management
Accounts Receivable
Expense Management
Tax Considerations
thirteen
Addressing Health and Safety Concerns
Anthony Abbott and Mike Greenwood
Creating a Safe Environment
Screening Before Activity
Administering Physical Fitness Assessments
Designing Safe Exercise Programs
Providing Safety Orientation
Supervising Members During Exercise
Managing Emergencies
Risk Management Documentation
fourteen
Maintaining Your Facility
Mike Greenwood and Anthony Abbott
Four Areas of Maintenance Management
Determining Maintenance Needs
Performing a Needs Assessment
Planning the Facility Maintenance Program
7
Value of Reputable Certifications for Staff
Implementing a Maintenance Program
Evaluating Facility Maintenance
Developing a Preventive Maintenance Program
fifteen
Choosing the Right Equipment
Mike Bates
Selecting Health and Fitness Equipment
Purchasing Exercise Equipment
Maintaining Exercise Equipment
Maintaining Support Equipment
sixteen
Understanding Legal and Insurance Issues
John Wolohan
Civil Versus Criminal Liability
Tort Law
Contracts
Employment Law
Insurance Considerations
seventeen
Evaluating Your Operation
Dave Hardy
Evaluation Defined
Health and Fitness Evaluation Model
Location Analysis
Industry Evolution and Differentiation
conclusion
Looking Toward the Future
index
about the editor
8
[contributors]
Anthony Abbott, EdD
President, Fitness Institute International, Inc.
Brenda Abdilla
Management Momentum
Mike Bates, MBA
University of Windsor, Refine Fitness Studio
Karen Woodard Chavez
Premium Performance Training
Sandy Coffman
President and owner, Programming for Profit
Casey Conrad, JD
President, Communication Consultants
President, Healthy Inspirations
Terry Eckmann, PhD
Minot State University
Mike Greenwood, PhD
Professor, Baylor University
Dave Hardy, MBA
President, Club Fit Corp.
Kevin Hood, MEd
Operations director, Cherry Hills Country Club
Cheryl Jones
Vice president of programs and services, Town Sports International
Scott Lewandowski, MS
Regional fitness director, Fitness Formula Clubs
D. Jane Riddell, MA
COO, GoodLife Fitness Clubs
Bud Rockhill, MBA
President, Westwood College Online
John Wolohan, JD
Professor, Ithaca College
9
[preface]
If you are looking for a fast-paced, constantly changing profession where you will have the opportunity to make a difference in the
lives of thousands of people, then this book is for you. If you love interacting with people and motivating them to be the best they
can be, then this book is for you. If you want to be a part of one of the fastest-growing and most challenging industries in the world,
then this book is for you. If you are interested in a 9-to-5 desk job, you should probably stop reading right now because this book is
definitely not for you.
This second edition of the popular reference and textbook, Health Fitness Management, is written for everyone who has an
interest in managing a health and fitness facility. The contributors to this text are some of the most experienced and
knowledgeable people in the fitness industry. Whether you are a student being exposed to this topic for the first time or a seasoned
veteran, we are confident you will find this text helpful. Several new chapters, a more practical emphasis, enhanced learning tools,
as well as new instructor resources, make Health Fitness Management, Second Edition, the best text on the topic.
The manager of the health and fitness club is the single most important person in determining the long-term success of the club.
While some people may debate this, those of us who have worked in the industry know it is true. This is the person who gets the
call at 5:00 a.m. when a staff person has overslept and the club has not opened on time. This is the person who is often left
dealing with the most difficult and challenging customers. The club manager is the one who assembles the team of sales, service,
programming, and maintenance staff. He or she is also the one who pays the price when things go wrong with the staff.
On the other hand, the manager is the one who gives people an opportunity to succeed in an extremely satisfying industry. This
is the person who coaches staff along until they are able to overcome some of their greatest fears and challenges. The manager’s
job is an extremely rewarding one that comes with a significant amount of responsibility and enjoyment.
This book is divided into three parts. The first part on human resources is going to give you all the information you need to get
started in the areas of organizational development, hiring, evaluation, and compensation. This part is potentially the most important
part of the book. As a manager, your job is to hire, train, and retain the best people you can find. This part will help you understand
all of these areas.
Part II covers member recruitment, retention, and profitability. In order for your club to be successful, you need to be able to
attract new members and keep current members. And, in order to make a profit, you’ll need to sell products and services to those
members.
Part III covers operational and facility management—information that you’ll need to know in order to run a successful club. As a
manager, you need to know how to read financial statements and how to implement systems that ensure your club is clean and the
equipment is up to date and in good working condition. You also need to have a solid understanding of the risks that are
associated with running a fitness club, both for your staff and the general public. It takes only one accident for you to regret not
understanding this side of the business. This final part ends with a chapter on how to properly evaluate a fitness business.
Within each chapter you’ll find various tools that enhance the overall learning experience. Each chapter begins with a list of
learning objectives to help you focus on what you should be learning while you’re reading. After the objectives, you’ll read an
anecdote from the author that illustrates the main topic of the chapter. Most of these stories are based on the authors’ actual
experiences and are a great way to get students involved in a class discussion. Additional real-world experiences are integrated
throughout the chapters so that you’ll know how to apply the material. Because most of the authors have used this information in
an actual fitness facility, you know it has the potential to work in the real world. We have also highlighted “the bottom line”
throughout each chapter. These are key points that summarize and emphasize the most important topics in the text. Key terms—
words and phrases that readers should be familiar with—are also highlighted within the text.
For instructors who are using this as a class text, this second edition comes with a test package and instructor guide. The test
package features multiple choice questions that are based on material from each chapter. The instructor guide includes summaries
of each chapter and various teaching tools that will help the instructor prepare for lectures and class discussions. The instructor
guide also has various assignments for students using this text. These assignments are practical in nature and will allow students
to apply the information presented in the text.
If you think you are ready for a career in the fitness industry, I applaud you for your interest. The true test will be how you use the
information in this book to make your club or center the best it can be for you, your staff, your members, and the public.
10
[acknowledgments]
If you had told me when I was an undergraduate student in kinesiology at the University of Windsor or when I was managing my
first fitness club that I would be editing and coauthoring a book on managing health and fitness facilities, I would have said you
were crazy. Life does not always let us know where it is going to take us, but if we are open to new ideas and willing to share our
experiences, it can be a great ride.
There are many people who need to be thanked for their contributions to this book. I would like to start with the authors of the first
edition of Health Fitness Management, Robert Patton, Tracy York, Mitchel Winick, and the late William Grantham. The success of
the first edition of this book paved the way for a new edition. Although the majority of the information in the book is new, we were
able to keep a significant amount of some chapters, which is a testament to the original authors’ work.
In my opinion, there has never been a book with more experts and combined years of industry experience than this one. Our list
of contributors is a who’s who within the fitness industry. They are all considered experts in their fields, and it has been a pleasure
working with each and every one of them. This book would not have been completed without these contributors making the time to
write their chapters. Thank you to each and every one of you. In the end, it was all worthwhile and I truly appreciate you taking the
time from your busy schedules to contribute to this book.
I have been with Human Kinetics as managing director of Human Kinetics Canada for 8 years. Throughout this time I have been
challenged and rewarded beyond my expectations. I would like to personally thank Brian Holding and Rainer Martens for trusting
that I could make this project happen on top of all of my other duties. I have worked closely with Mike Bahrke on many projects and
appreciate the expertise he gave me along the way. Our developmental editor, Maggie Schwarzentraub, was an absolute gift from
above. Her insights and overall approach allowed us to take a bunch of random thoughts and turn them into what is now a
reference for anyone in the field. To everyone at HK Canada who keeps the ship running when I am out of town or taking on new
projects: I would not have been able to take on this project if I didn’t have your support and expertise.
Some of the others I would like to thank are Howard Ravis from Club Industry, Katie Rollauer from IHRSA, David Patchell-Evans,
Michele Colwell, and everyone else at GoodLife Fitness Clubs, everyone at Can-Fit-Pro, the Faculty of Human Kinetics at the
University of Windsor, Ted Farron, and all of the other great teachers and coaches I have had over the years.
Last but definitely not least, I’d like to thank my family. My wife, Laura, and my son, Jackson, put up with me and my crazy
schedule and desire to take on too many projects, this probably being one of them. I love you both very much and appreciate
everything you do for me. To my parents and my sister, who gave me the foundation to become who I am today: I continue to learn
from you. Thank you for everything you have done for me.
11
[introduction]
12
An Overview of the Health and Fitness Industry
Managers of successful fitness centers no longer can get by on their passion and knowledge of fitness. They must have a
thorough understanding of marketing, operations, and financial concerns that affect their club. In the early days of the industry, this
was not critical to the success formula, because there was little competition. This has changed, as you will read in the following
paragraphs. The industry is now highly competitive and there is no room for managers who do not understand the business side of
fitness. This text will give you the knowledge base you need to be successful as a health and fitness manager.
Since the first edition of this book came out in 1998, the health and fitness industry has undergone some major changes. In 2005
the global industry grew to over 105 million members, with more than 92,000 clubs worldwide. Within the United States, the largest
health club industry worldwide, there were more than 41.3 million members in more than 29,000 clubs; in 1985, there were only
9,222 commercial fitness clubs. This is a remarkable growth rate. Here are some other key industry data:
• In the past 10 years, fitness clubs have increased the total industry revenue by 105%.
• This revenue increase has been fueled by the increase in the number of facilities (118%) and members (71%).
• Clubs have increased revenue per member by 20%.
• In 2005, 57% of fitness club members were female and 43% were male.
• As of 2005, the 18- to 34-year-old market made up 36% of club membership base, and the 35- to 54-year-old market made up
33%.
• The under-18 group made up 12% and the over-55 group made up 19%.
• Since 1995, the number of members over the age of 55 increased by 305%.
• The average fitness club member had a household income of $82,900.
• People with household incomes over $75,000 account for 50% of the membership base.
• Despite the large percentage of members coming from these income levels, the fastest growing portion of the industry is the
$50,000 to $74,999 income level.
One striking statistic from International Health, Racquet, and Sportsclub Association (IHRSA) is that, for the first time in about 10
years, the total number of health club members stayed relatively the same between the years 2005 and 2006. There are many
potential reasons for this; the inability to reach the inactive, sedentary marketplace (by far the largest percentage of the population)
and the increased competition are just two examples.
Despite this marked plateau in growth, the leading corporations are growing at a much quicker pace than the overall average.
This growth has come in the form of acquisitions, expansions, new clubs, and initial public offerings. There is no doubt the industry
is here to stay. As with any maturing industry, ours is beginning to see clubs differentiate themselves or get swallowed up by the
large chains. Independent clubs have been forced to redefine themselves as they realize they cannot compete with the resources
of larger fitness corporations with budgets in the tens and hundreds of millions.
Regardless of the size of the fitness center, a solid management team can make the difference between a club that is just getting
by and one that is a benchmark for the industry. This text will help you create that team.
13
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