New User Special Price Expires in

Let's log you in.

Sign in with Facebook


Don't have a StudySoup account? Create one here!


Create a StudySoup account

Be part of our community, it's free to join!

Sign up with Facebook


Create your account
By creating an account you agree to StudySoup's terms and conditions and privacy policy

Already have a StudySoup account? Login here

KNES 3100: O & A Week 4 notes

by: Jessica Roberts

KNES 3100: O & A Week 4 notes KNES 3100

Jessica Roberts

View Full Document for 0 Karma

View Full Document


Unlock These Notes for FREE

Enter your email below and we will instantly email you these Notes for Organization and Administration for Exercise Science

(Limited time offer)

Unlock Notes

Already have a StudySoup account? Login here

Unlock FREE Class Notes

Enter your email below to receive Organization and Administration for Exercise Science notes

Everyone needs better class notes. Enter your email and we will send you notes for this class for free.

Unlock FREE notes

About this Document

These notes cover what was discussed during last class (9/14) along with what is in the book about each concept.
Organization and Administration for Exercise Science
Ms. Brenda Ward
Class Notes
Chapter, 4




Popular in Organization and Administration for Exercise Science

Popular in Kinesiology

This 14 page Class Notes was uploaded by Jessica Roberts on Friday September 16, 2016. The Class Notes belongs to KNES 3100 at University of North Carolina at Charlotte taught by Ms. Brenda Ward in Fall 2016. Since its upload, it has received 75 views. For similar materials see Organization and Administration for Exercise Science in Kinesiology at University of North Carolina at Charlotte.


Reviews for KNES 3100: O & A Week 4 notes


Report this Material


What is Karma?


Karma is the currency of StudySoup.

You can buy or earn more Karma at anytime and redeem it for class notes, study guides, flashcards, and more!

Date Created: 09/16/16
Chapter 4 Training and Developing Staff Why do we train staff? • To increase confidence • Provide additional job skills and intellectual stimulation • Help attract and recruit staff • Done through quality training • Creates a forum for communication • Staff retention • Maintains skills and certifications • Job appreciation • Establish consistent behaviors • Develop career paths (this promotes retention/growth) • If used properly and over the long term 5 Steps to Creating Internal Training Programs 1. Committing to a needs analysis • During the observation period, it is important to assess current needs within each department 2. Choosing the topics to be included in the training • After the needs analysis is complete, the manager should take some time to read the notes made and sort them into 3 categories: Urgent need, Short-term need, and Long Term need 3. Choosing a strategy • It requires answering the questions who (i.e. who will be providing the training) and where (where will the training take place) 4. Delivering the material • I.e. the method of delivering the information • Possibly the most critical element of effective training 5. Creating accountability • attention and makes training more effectivetested at the end of the course (or asked to role-play) makes them pay more Committing to a Needs Analysis • Begin labeling file folders with every department name and topic in the club that needs enhancement • The best way to start the process is to commit to an observation period, such as 10 days, 2 weeks or 1 month • Ways to consider record/file anything that applies to the analysis process 1. Memo 2. An article 3. A sticky note with a thought that comes to mind 4. Notes from a speaker or program 5. Advertisements from local seminars on a particular topic 6. Thoughts Committing to a Needs Analysis cont’d • Department Breakdown (files): • Identify these general topics (they may affect multiple department): • Fitness • Group Exercise • Customer Service • Cross Training • Sales • Aquatics • Selling • Child Care • Special population • Dealing with difficult situations • Housekeeping/maintenance • Member retention • Technical skills • Leadership Committing to a Needs Analysis cont’d • 4 (general topics) to Watch 1. Sales 2. Hospitality 3. Housekeeping 4. Fitness (the biggest thing that draw people to their facility) • Offer a variety • These have the greatest impact on customer service and the bottom line Choosing T opics • Identify training needs into 3 categories: 1. Urgent need-immediate needs: attend to within 30 days • Example: marginal customer service and poor communication 2. Short-term need-attend to within 90 days • Example: team building, special population training 3. Long term need-attend to within 6 months to 1 year • Example: cross selling • Things to consider: • Who needs what when? • Are there training areas to address for all or are they only department specific? Choosing Topics cont’d: Table 4.1- Example of Topics and Need Training topic Level of need Departments to receive this training Customer service Urgent All staff Point-of-sale system Urgent Hospitality desk, personal trainers Team building Short term All staff Sales training Urgent Sales team, personal trainers Cross-selling skills Long term All staff Telephone skills Short term Desk staff Personal training for Short term Personal trainers special populations Pool supplies and Urgent Housekeeping, chemical safety maintenance staff Choosing the Strategy • Where? • Who? • In house (internal-if the manger or someone on staff) or • Home or away? outsource (external-outside resource)? • The climate setting (room temperature, noise, seating, • The best strategy is a combination of internal and external tables, materials, etc.) should be considered otherwise training they can have a negative impact on how the training was • Professional speaker received • Trade-outs with local hotels (by doing a countertrade of o With some topics such as CPR an outside taking free guest passes in exchange for a conference within staff holds to certification or special expertise room, audiovisual materials and meal service. • Staff retreats (off-site training) • Professional training company • Public seminars • Bowling, ropes courses, white water rafting • Local networking events • How are retreats beneficial? o Establish team spirit/reward • Compliance programs and special certifications • On-line learning (e-learning) o Faciliate transitions o New problem solving approach o Something new Delivering the material • Keys to Developing Effective Training Programs: • Selecting Interactive Exercises  Keep the focus narrow  Icebreakers o service-greeting etiquette)cs (ex. Customer o Get to know your name, 2 truths/1 lie  Fill-in-the-blank handouts  Begin with the end in mind  Reading aloud o Think about the desired outcome  Case Studies (group work)  Break it down  Team brainstorming  Bring training material to life o Being able to apply training into their jobs  Live Demonstration or skits (planned or improvised)  The most effective training programs include a o This can be the most difficult part of the training combination of methods program Creating Accountability • This is continuous to keep the staff at peak performance • Final step in the process as it tests the effectiveness of the training o Testing o Role playing o Written follow-up o Impromptu testing o Financial tracking o Feedback-from patients and clients T o Train or Not to Train? • If we train them, will they stay or will they go? o Many managers are reluctant to invest in training because it can be costly and there is always the risk that the club will invest in training and then the employee will take this newfound knowledge and find a better employer • Justification (for why you should train):  Growth personally and professionally (to the staff)  More loyal to employer  (The staff will) feel more competent in their work  (The staff can plot) Advancement (within the company) Assessment of Training Cost • Time lost (the learners time away from the job) • Coverage (cost of job coverage during training) • Equipment (i.e. computers, flip chart, overhead projector) • Training materials (books, handouts) • Venue costs (facility costs) • Fees and expenses to presenters (including traveling expenses) • Meals, refreshments and gifts (for the learners and/or presenter) • Example: providing breakfast for an early morning training to staff and presenter • Follow up (i.e. testing) Ramifications of NOT training • Potential liability costs (from mistakes) • Slow/low performance (untrained staff can take longer to perform their tasks) • Strain/stress on other employees (coworkers may spend extra time helping with routine tasks that could have been trained) • Low retention (of employees and/or members) • Wasted time (staff is standing around since they are not being challenged so they aren’t going to push themselves) • Lack of or low productivity • Financial effect-companies earn more income when their staff is well trained


Buy Material

Are you sure you want to buy this material for

0 Karma

Buy Material

BOOM! Enjoy Your Free Notes!

We've added these Notes to your profile, click here to view them now.


You're already Subscribed!

Looks like you've already subscribed to StudySoup, you won't need to purchase another subscription to get this material. To access this material simply click 'View Full Document'

Why people love StudySoup

Steve Martinelli UC Los Angeles

"There's no way I would have passed my Organic Chemistry class this semester without the notes and study guides I got from StudySoup."

Amaris Trozzo George Washington University

"I made $350 in just two days after posting my first study guide."

Jim McGreen Ohio University

"Knowing I can count on the Elite Notetaker in my class allows me to focus on what the professor is saying instead of just scribbling notes the whole time and falling behind."

Parker Thompson 500 Startups

"It's a great way for students to improve their educational experience and it seemed like a product that everybody wants, so all the people participating are winning."

Become an Elite Notetaker and start selling your notes online!

Refund Policy


All subscriptions to StudySoup are paid in full at the time of subscribing. To change your credit card information or to cancel your subscription, go to "Edit Settings". All credit card information will be available there. If you should decide to cancel your subscription, it will continue to be valid until the next payment period, as all payments for the current period were made in advance. For special circumstances, please email


StudySoup has more than 1 million course-specific study resources to help students study smarter. If you’re having trouble finding what you’re looking for, our customer support team can help you find what you need! Feel free to contact them here:

Recurring Subscriptions: If you have canceled your recurring subscription on the day of renewal and have not downloaded any documents, you may request a refund by submitting an email to

Satisfaction Guarantee: If you’re not satisfied with your subscription, you can contact us for further help. Contact must be made within 3 business days of your subscription purchase and your refund request will be subject for review.

Please Note: Refunds can never be provided more than 30 days after the initial purchase date regardless of your activity on the site.