As owners and managers of fitness facilities, one of our greatest challenges is attracting, training and retaining great personal fitness trainers. While there are no guarantees when hiring employees in any profession, there are ways to significantly limit the amount of time you put into choosing the right kind of trainers for your facility. At Innovative Fitness, a Vancouver, British Columbia-based company catering exclusively to personal training clients, we use very specific criteria when
hiring staff members.
Average hours worked and compensation for the industry were reported in the January 2001 issue of IDEA Health & Fitness Source. These charts break down those results into regions. When looking at the numbers, consider that the region includes big cities and suburban areas, as well as small towns.
There is nothing wrong with competing on price. However, if it’s not a part of your overall marketing strategy, then flirting with price concessions to win short-term business could indicate a dangerous trend for your business. Compete on value, rather than price. Use the following questions as springboards toward action.
In the last “Money” column (January 2001), I addressed what it takes to start a new fitness facility. As you may recall, I introduced “Mark,” a real-life entrepreneur who lives in “Smithville,” a fast-growing suburb on the U.S. East Coast. Despite my warnings, Mark opened a 10,000-square-foot club with $100,000 of his money and additional funds from investors. His competition was a slightly aging YMCA, a licensee of a popular fitness chain, an older racquets-based club and a small “ma and pa” operation.
PERSONAL TRAINER PROFILE
Subject: Nicki Anderson Location: Naperville, Illinois Company: Reality Fitness Studio Experience: Tenth year as trainer; third year as owner Maverick Strategy: In 1998, I opened my own studio to work with clients intimated by the regular gym setting. The studio is not a typical health club: It is 28,000 square feet, with five private r...
In my experience, the number one mistake managers and owners make when hiring new help is failing to look beyond the stack of employment applications. Great employees already have jobs. Most people with jobs do not fill out employment applications unless they’re really unhappy with their current situation. The quicker you reshape your approach to hiring, the sooner you can build your facility’s dream team.
One aspect of being a successful director is the ability to spot a trend before it hits big. Capitalizing on the latest craze before the competition beats you to the punch takes gut instinct and a talented eye. It might be as simple as revising the time a class starts or choosing a new instructor. The following tips can help you determine when it’s time to make a change and how to transition it smoothly.
In my books on partnering and strategic alliances, I talk about “synergistic possibilities.” This concept means taking one plus one and getting three or more, rather than the expected two. In my own life, I often catch myself doing something solo rather than teaching or working with another individual on how to do the task as partners. Naturally, I think it is easier and quicker to just do it
myself. In the long run, though, this belief proves that I am taking the wrong path. Working with and teaching others takes understanding and patience. Unfortunately, too