In the fitness business, where many personnel are part-time staff, employee conduct can easily be overlooked. Given their schedules, some fitness facility employees may not even have contact with management. Continued success and growth depend on a code of conduct that goes beyond such basics as punctuality and appropriate dress. If your facility doesn’t have a standard operating procedure that governs staff conduct, now is the time to start one. The areas of concern dealt with in this article are some of the most important ones to be addressed.
We often view the inside of the facility as the “stage,” and we forget that the spotlight is on our employees from the time they get out of their cars. Imagine a member seeing a trainer smoking a cigarette in the parking lot and then tossing the butt on the ground. Such images are powerful, and staff members must remember that they represent the facility and its values as well as their own.
Think about your own imprint. Because you are the manager or director, your words and actions are greatly magnified and closely evaluated. So avoid gossip or negative exchanges about other employees, particularly with the facility’s clients. Take disciplinary action when staff members “trash-talk” or discredit other employees or members. If you hear a member engaging in negative talk about staff members, club policies or decisions, don’t fuel the fire by joining the conversation. Even if you agree, it’s best to acknowledge the concern and direct the member through the proper channels.
Cell Phone Usage
While cell phones are more common in the workplace than pencils, staff cell phone use can detract from members’ experience. It can also create a safety issue. Mandate that employees call and text only on their personal time and only in designated areas, such as the lounge. Some clubs’ policies state that cell phone usage in public areas is grounds for dismissal. For example, disciplinary action was recently taken against a lifeguard who spent a shift curled in the corner with his smartphone, ignoring a pool full of patrons.
Many facilities have developed their own fan pages on social media sites, where they advertise upcoming events and membership promos or highlight new equipment and classes. Typically, these sites are managed by a designated employee who serves as the gatekeeper. Employees’ personal sites may also need to be scrutinized. Staff must be aware that anything they post could become public knowledge. Make it clear that you expect professional behavior from your employees whenever they use social media. Their online conduct must mirror in-house policy and must be monitored by management.
Consider what would happen if an employee posted this: “Off to babysit those bratty kids at the gym. I hate those little snots!” Members who use the club’s daycare could easily read this post or hear about it. How comfortable would they be leaving their children in your care? Alternatively, what if an employee calls in sick at the last minute or doesn’t show up for an early Saturday morning class, but if you visit a social media site you see pictures of that person drinking shots and bragging about “getting wasted” again. If the employee is neglecting work commitments, such posts may provide management with ammunition for disciplinary action.
Relationships Between Staff and Members
It’s easy for staff to become friends with patrons, but it’s imperative to keep things in perspective. Some members may be using employees to get a certain class at a certain time, or to get discounted training. Encourage staff to be friendly to all members and to keep personal relationships separate from the facility. Remind everyone that members pay dues and expect to be treated kindly and respectfully. Cliques and favoritism cannot be tolerated.
Relationships between members and staff are not uncommon. Legally, you cannot dictate whom staff members get involved with. But you should be aware of any relationship that has the potential to disrupt daily business operations. For example, an employee who is having an affair with a member could become the target of a jealous spouse. If such an issue crops up, discuss it immediately with that employee and involve human resources.
For more ideas, please see “Creating a Code of Conduct” in the online IDEA Library or in the October 2012 issue of IDEA Fitness Manager.If you are an IDEA member and cannot access the full article—but would like to—please contact our Inspired Service Team at (800) 999-4332, ext. 7, to find out about upgrading your membership.