Staffing Your Onsite Fitness Center

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Should you use consultants or hire your own staff? The pros and cons of each will help you to decide which is best for your fitness center.

By Mike James

Being aware of different staffing models can help you maintain an efficient and productive relationship with consultants.

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Your business has decided that to stay competitive, it needs a fitness center. Surveys and general feedback show significant interest, and there is enough room for a range of treadmills, bikes and some strength-training equipment. A recommended group of fitness consultants has planned and equipped your center, The appropriate 'ratio of showers and lockers' has been arranged, and if the architects approve some refurbishments, there might be enough, room for group exercise classes.

Now comes the most important question: Once you are ready to open your doors, do you just have people sign a waiver and leave them to workout on their own? Or, do you staff the facility with qualified fitness professionals? Should you use a fitness consultancy group for staff, or an in-house manager to employ freelance instructors?

Staffing issues are some of the most important decisions to make when planning an onsite fitness center, The following will examine three of the most common staffing models.

MISSION OR VISION STATEMENT

The lack of a clear vision is one of the major reasons many onsite fitness centers fail. The people ultimately responsible for the fitness center often have only a vague idea of what they want. A fitness center sounds great, but few executives have any idea of how they operate. Unfortunately, many still think it is just a case of putting some equipment in a room.

Company executives may like tile idea or concept of an onsite fitness center, but are usually unsure of how far they should take it, The first step toward transforming vague ideas into a concrete plan is formulating a mission or vision statement. Include in the statement the function of your facility. Do you want a few treadmills, a couple of benches, s6me free weights and shower facilities? Or, would a fully serviced fitness center that offers the convenience of commercial facilities and services be better? Maybe you want something in between.

Your mission statement needs to be clear and concise. And, if you choose to work will consultants, your first step should be to make clear to them your facility's mission or vision statement. Have ready the answers to a few simple questions consultants might ask, such as, "What do you want in your f."1cilit:y?" or, "Can you paint a picture for me of how you see this center operating on a day-to-day basis?" The answers will help clarity the direction you need to take in terms of staffing and future programming.

MODEL NO.1: MINIMAL OR NO SUPERVISION

Being aware of different staffing models can help you maintain an efficient and productive relationship with consultants. A staffing model with little or no supervision may be suitable for a small operation. The majority of people in this type of company or resort will be regular exercisers who just want somewhere to get a basic workout and a shower afterward. If this is the case, a consultant may only be necessary to help recommend and install fitness equipment. Your relationship with them will probably be brief; once the equipment is in place, they may only be called in for some basic orientation to the equipment. It will be up to you to have members and guests sign the appropriate membership forms and legal waivers.

Debbie Vincent, president of Pro Active Fitness in Washington, D.C., recently recommended equipment purchases for a local non-profit company with 30 el1lployees. "Once I recommended the type of equipment to purchase and conducted a group orientation on how to use it, my job was over," Vincent says. "We may look at offering some personal training sessions in the future, but for now, that was the extent of our work with the company╙

MODEL NO.2: STAFFED BY S FITNESS CONSULTANCY

Many large resorts, private companies, government departments and non-profit institutions see the benefit of providing a fully staffed facility for their employees and guests. For these, the need for a consultant extends beyond equipment purchasing. Luckily, many companies now specialize in providing fitness staff and group exercise instructors for corporate facilities.

While fitness center managers may specialize in fitness, they should familiarize themselves with the business' values.

The overall management and staffing of these facilities is left to the particular fitness company hired. The advantage here is that the hiring institution does not have to worry about the day-to-day operation of the center. Staffing is left entirely to the fitness company hired as the management consultant.

There are some disadvantages to consider, as well. Coles Myer Ltd. is Australia's largest retail company, employing more than one million people. Coles Myer has been Australia's leader in corporate fitness centers since the inception of its nationwide fitness programs in 1978. Tom Leehane was employed as manager of the program that same year. Says Leehane, "Our initial fitness consultants did a great job recommending equipment, fitness evaluations and generally helping us set up facilities throughout Australia. However, they were not able to provide us with staff to supervise our facilities .... " Leehane hired a smaller consultancy firm to supply staff for Coles Myer. Unfortunately, this solution was not successful. "The staff they sent us was mainly young physical education students, with limited people skills," Leehane explains. "We tried another agency with the same results. There was a lot of staff turnover and you got the feeling that, because they were getting paid typically low fitness employee wages, the staff really didn't care."

In a radical step for the time, Leehane approached the Coles Myer chief executives and proposed employing freelance instructors at three times the hourly rate paid at commercial centers. Amazingly, Coles Myer accepted tlus proposal. "This helped us a great deal," says Leehane. "I knew there were good people out there and, while money isn't everything, it certainly helps .... We attracted some good people to work for us on a part-time basis (15 to 20 hours per week). It really didn't cost us any more, because we were just cutting out the middle man ... and paying the instructors directly."

MODEL NO.3: FITNESS MANAGER EMPLOYED BY THE CORPORATION

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In Washington, D.C., former Medical Director of the World Bank's Health Services Department Dr. Bernhard Liese was instrumental in launching the fitness program for "World Bank staff in 1990. The World Bank fitness center now boasts two fully equipped facilities with more than 4,000 members and 60 group exercise classes per week.

Liese shares many of Leehane's views on staffing corporate fitness centers. "While the [consultancy1company we used was very helpful to us in setting up operational procedures and the group exercise program, there was a constant turnover of staff, which led to a lack of continuity and follow-up for members," Liese says. "We eventually employed our own manager, who acted as a liaison between us and the fitness company .... Eventually, we stopped using the fitness consultancy With no real hard feelings. I believe we outgrew what they had to offer."

CHOOSING THE RIGHT MODEL

The staffing model used for a successful onsite fitness center will depend on the resort's or corporation's vision or mission.

The Coles Myer program had a clear vision from executive management, and strong leadership in place that ensured its success. A similar situation occurred with the World Bank. For large programs like these, a good model for staffing is employing an in house manager who employs freelance staff.

Another important point to consider is the hotel or corporate culture. Managers need to have a firm grasp of the culture they are representing. A company like Coles Myer, comprised of hard-nosed, profit-driven retail executives, will have different values and expectations than an international development institution like the World Bank. While fitness center managers may specialize in fitness, they should familiarize themselves with the business' values.

The in-house model is not without its challenges. The manager and staff must spend a lot of time on staff training. With a central city location, it can be difficult to attract good staff because there are so many large commercial fitness centers operating in local suburbs with fewer commuter hassles. One solution is to make outreach efforts at colleges and universities for prospective staff.

One way to attract good employees is with higher-than-normal hourly rates (two times the industry standard). Another route is to promote the rewards of gaining experience in an onsite fitness center setting, Stress that being employed directly by a resort or corporation offers great opportunities for personal growth and regular stable employment. There is also the chance to provide quality programs without the pressure of sales.

Not everyone is suited to working in an onsite fitness environment. An international institution like the World Bank is more conservative than traditional fitness centers. Some employees may find the bureaucratic nature and lack of career path not to their liking.

If an organization does choose model No. 3, Liese stresses that, "they should show their full support and provide access to their institutional systems for budget and payroll, human resources, and legal and insurance matters. A manager cannot be expected to create his or her own systems for these, as well as look after the day-to-day operation [of the facility]."

While employing staff directly is fine for large organizations, not every company or resort has the budget for such large programs. If a business wants a medium-sized program with some of the conveniences of a commercial fitness club, it may be better served by bidding out to companies that specialize in supplying staff for onsite fitness centers. The manager of the center can then report directly to the resort or company representative or board. And the business may then decide to re-bid periodically everyone or two years. 

STAFFING WITHOUT VISION = MISSION IMPOSSIBLE

Clearly, each of the three staffing models has advantages and disadvantages. While the need for strong leadership is a priority, the most essential f."1ctor in effective staffing of a successful onsite fitness center is the mission or vision statement. Without a clear vision, effective staffing could be a case of mission impossible.

Mike James is the manager of the World Bank fitness center, and a freelance writer with years of experience as a corporate fitness center consultant. He is based in Washington, D.C.

How to Attract and Retain Corporate Clients

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Get creative to up your corporate membership numbers.

By Mike James

"Two additional key selling points in today's marketplace should be convenzence and camaraderie"

People in the fitness industry usually share one common goal. Whether we are owners, managers or personal trainers, our dream is to have a steady stream of corporate clients with lots of cash to spend and plenty of new member referrals. How do we attract corporations to our clubs? And, after they join, how do we encourage them to stay and to sing our praises to their colleagues?

First things first

The marketing brochures are printed and the leaflets, flyers and sales pitch are ready. But who is our point of contact at the corporation, and how do we make the initial approach?

Ask this question at a fitness industry conference and the standard answer will likely be "Arrange a meeting with the human resources director." A few bolder types may suggest the CEO or owner, but the HR director is usually the appropriate go-to person.

But in today's highly competitive market, HR directors are extremely busy people in high stress positions. Sometimes, no matter how well you market your facilities and services, you will be placed at the bottom of his or her priority list. If you are lucky enough to make the list.

Find the connectors

Rather than attempting to gain access to overworked CEOs or HR directors, the people we need to contact first are "connectors." Malcolm Gladwell, in his best selling book The Tipping Point, describes connectors as "people who link us up with the world, who introduce us to our social circle ... people with a special gift for changing the world together ...the kind of people who know everyone."

Nearly every corporation and group has a connector. Connectors may not even hold a particularly high position the company.

To find a company's connectors, start by researching company websites. There may be a company social club, sporting team or special charity event. Find the people who are prominent in these types of sub-groups and you are likely to find the connectors within an organization.

You can also take a more novel, direct approach. Find out where the employees gather for social events. It might be a pub or restaurant. If you observe from a distance, chances are you will soon find the group's connector - the person who is the centre of the conversation. Once you have determined who the person is, pick the right time to stroll over and introduce yourself to the group. If you find this too confrontational or beyond your comfort zone, remember that you are in the fitness business and you should have the skills to do this with confidence. And who is going to say no to free club passes?

Stay connected

You may find this approach works wonders and that your club is soon buzzing with plenty of corporate clients. But remember that connectors often move on. People with their unique social gifts are very marketable and they can easily move to greener and more lucrative pastures. When connectors leave an organization, your relationship with that company may disappear.

To insure against this, seek a formal arrangement with the company so that you become one of its regular trusted service providers. Early in the relationship with the connector, arrange a meeting with the company's key decision makers. Use this meeting to tell the company power brokers all about your club. Let your relationship with the connector and employee word of mouth support your presentation.

Again think out of the box. Rather than meeting these key people at their company, consider providing them with a free one-week membership.

Your two key selling points

The two key selling points for a corporate fitness program have traditionally focused on decreased employee absenteeism and increased productivity. While it is advisable to be familiar with some of the research that supports these findings, it should not be the cornerstone of your marketing. It is simply common sense that regular exercise makes for fitter, healthier and more productive employees.

If you have to spend a large amount of time convincing people of the merits of exercise, they are probably not interested and your time is probably be better spent elsewhere. It is almost like trying to convince a smoker about the effects of nicotine. The evidence is there, but they really don't want to hear it.

Two additional key selling points in today's marketplace should be convenience and camaraderie. Whether you are in a busy downtown area or in the suburbs, a convenient and easily accessible fitness facility provides a great way to promote team spirit and healthy lifestyle habits.

The Cheers concept

A big mistake that many clubs make is that once a company signs on, the corporate members become just more member. Corporate members, especially at executive level, like to be recognized. Many clubs are hopeless at doing thiS, and this can build resentment within corporate ranks.

Solving this is as simple as knowing people's names and acknowledging them as they arrive and leave. If you can't remember their names, create-a sign-in system that alerts you to their company details. A smile and a warm hello and goodbye makes people feel appreciated.

Obviously, it is a given that you have a clean facility, good equipment, strong management and have negotiated a reasonable corporate discount. (Note that a towel service is one of the most requested features for corporate clients.) Add to this a place where everyone knows your name, and you will have a strong, loyal, corporate alliance that will bring plenty of cheers to both you and your customers. FBC

Mike James is a freelance writer with over 20 years of corporate fitness centre management experience in Australia and the USA.

Working out at the White House

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America's capital is now filled with body building bureaucrats. Mike James reports from Washington.

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In Washington, D.C., while the eyes and ears of the world wait for decisions from powerful places, chances are the decision makers will be doing a lot of sweating and straining. But not necessarily from the pressure of long hours and stressful dilemmas.

At places like the FBI, the Pentagon, the International Monetary Fund and the most famous building of all, the White House, the sweating will be taking place in aerobics classes and the straining will be the pumping of iron in one of the many on-site fitness programs sponsored by D.C. government employers.

The halls of power in Washington, D.C. are now trying to promote a new image for their bureaucrats. No longer does the term government worker' imply bookish, bespectacled types indulging in long lunches, out-dated work practices and a never ending spiral of red tape. Today the only red tape many Washington bureaucrats want to see is at the finish line of a fun run or an end of season softball pennant.

PRESIDENT ON THE RUN

Even on the coldest autumn or winter morning you will see many dedicated joggers and runners pounding or plodding their way around the beautiful parks surrounding the Lincoln memorial and the Washington monument. Often, one of these joggers (definitely a plodder) is President Clinton surrounded by his entourage of body-guards, security force and ever-present television crew. If you're lucky he may even give you a wave.

If you are a public servant who doesn't like to brave the cold Washington winters or the extremely humid summers, your fitness program doesn't have to suffer. For a modest monthly or yearly subscription you can stay inside and use one of the cosy, or air conditioned, well fitted out fitness facilities provided by your department (and funded largely by your and other members' contributions).

If you work at the FBI you can shoot a few baskets' on the fullsized basketball court adjacent to the fully equipped gymnasium. Pentagon personnel can take a dip in the olympic-sized pool or a relaxing sauna or steam bath. If you are employed at the International Monetary Fund you may choose to work out on stationary aerobicycles or on Cybex equipment while watching the CNN news on one of the overhead televisions.

These facilities are usually conducted under the auspices of an internal health services or medical department. They are seen as an integral part of a wellness program which includes advice on nutrition, first aid, AIDS awareness and a whole range of healthy lifestyle issues. The staff canteen often helps promote nutritional awareness with healthy choice food selections and recipes of the month. Staff bulletin boards promote the various activities with posters and information brochures.

While many of these centres are found in bright, spacious areas with pro shops and juice bars, unluckily for some employees not all government departments offer extensive facilities. The Justice Department and Internal Revenue Service simply provide small rooms with some free weights and a few bikes and treadmills.

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WHITE HOUSE ATHLETIC CENTRE

White House staff are offered membership at the White House Athletic Centre situated in the new executive office building. Membership is restricted to Secret Service and other White House workers. Here the emphasis is on free weights and Cybex strength training equipment. Presumably the U.S. government wants 'the long arm of the law' to be. a strong and muscular arm too.

Even though President Clinton has his own exercise equipment in the residential section of the White House, he has been known to make the occasional visit to the centre. When Mr. Clinton isn't able to run he often uses a stairmaster. Mrs. Clinton prefers to work out in the privacy of her own gym which includes a treadmill, total hip machine and free weights . The nation's leaders senators and members of congress work out in their own facility on Capitol Hill.

WORLD BANK VOLUNTEER PROGRAM

One of the most elaborative and innovative in-house fitness programs is administered by the World Bank. For a modest monthly fee of $10, employees can use two large airy and attractive exercise areas with lifecycles, treadmills, rowers, Nordic Tracs, free weights and the latest strength training equipment.

The most interesting feature of the World Bank facility is its aerobics program. There are three aerobics studios which offer sixty classes per week including step, slide and boxacise. A local fitness consultancy is employed to regularly train and certify staff members to teach classes. These volunteers receive monthly education updates and skill evaluations. The use of staff volunteers enables the bank to offer an extensive aerobics timetable at a reduced cost. The program has been a great success and now boasts over 3000 members.

There are also benefits for employee morale. The volunteers feel part of a worthwhile team. They profit personally by keeping fit and improving their self confidence. They also feel good about helping to motivate other World Bank employees to exercise regularly, and being an integral part of the pro-gram's success.

The World Bank centre is a very impressive facility. The well lit reception and equipment rooms create a cheerful ambience while contrasting dark blue and brown carpets help provide a more subtle and subdued atmosphere which is in keeping with the multi-cultural, conservative nature of the institution.

Unlike commercial clubs which often market themselves as 'the singles clubs of the 90s', the emphasis is on fitness for all age groups. Rather than have the walls adorned with posters of Schwarzeneger and Elle Mcpherson clones, there are photos of members working out. This place is not just for the young and body beautiful. It is for everybody.

This also applies to the aerobics schedule. The World Bank employs people from 128 countries. To cater for the different cultures there are Latin aerobics, funk and African rhythm classes. Jazz ballet, mambo and country line dancing are also held at various times throughout the year.

STRENGTH TRAINING INCREASES BUREAUCRATIC MUSCLE

With recent research highlighting the benefits of strength training for all ages, most facilities have included free top-of-the-range strength training equipment. Previously shunned as solely the domain of the mirror watching body builder, strength training has become part of the regular exercise regime for everyone from bus boys to Capital Hill bureaucrats. Government workers now increase their strength by lifting weights rather than beer and wine glasses. The traditional liquid lunch and after work cocktail is a thing of the past for many body building bureaucrats.

Recent advances in equipment design from manufacturers like Cybex, Bodymasters and Nautilus have made strength training more appealing. User friendly, pin loaded machines for separate muscle groups are suitable for both the beginner and advanced trainer. And with these attractive, space efficient machines, the untidy dumbbell strewn weight room is an image of the past. This is particularly important in central D.C. where office space is expensive. Consequently every inch of exercise area needs to be used wisely and effectively.

RECREATION BASED PROGRAMS

Elaborate facilities alone do not guarantee a successful program. and not everyone likes the sweat and strain of a health club atmosphere. With this in mind many organizations include a strong recreation emphasis in their programs. Summer evenings see the parks surrounding the White House packed with softball , soccer and touch football teams battling it out in competitions between government departments. One has to be careful. The person you tackle while pursuing a soccer ball might be a Secret Service or FBI agent, or even worse from the Internal Revenue Service!

CORPORATE FITNESS A WISE INVESTMENT

The benefits of encouraging employees to increase their physical fitness are obvious. A fitter healthier work force results in increased productivity and decreased absenteeism. Many companies have given lip service to the idea but have done little to provide their employees with accessible facilities. But for government departments in Washington D.C. the benefits are obvious. They realise that with today's increasing work pressures and escalating health care costs, providing dollars (for employee fitness programs) certainly makes cents!

Mike James is the manager of the World Bank fitness center, and a freelance writer with years of experience as a corporate fitness center consultant. He is based in Washington, D.C.