How many times do administrators find themselves ready to open a seasonal facility with little or no time to train the staff? Too many seasons go by where the training process is limited to one or two evening meetings where uniforms are handed out and the rules are gone over quickly. Not enough time is spent on staff training. Proper training of front-line staff is essential to a successfully operated facility.

Staff training

The training process involves people and all the personalities, characteristics, and qualifications they bring with them. Staff training should be utilized and implemented as an organized program of meetings and activities. This program should be used as a model or tool to create the behavior desired. During this process three main types of motivations should be initiated to dictate the development of the program. First, staff needs to be focused on the same goals. A diversified staff with different reasons for working, personal habits and qualifications and backgrounds needs to be funneled to achieve these goals.

Secondly, a marketing scheme should be developed through the training efforts. The concept of agency image needs to be portrayed as a common positive goal to achieve as a team. The third motivation, and most importantly, is safety and risk management issues. As in any activity or facility, a degree of risk is involved. The training program must first and foremost address the idea of preventative risk management, and then the process of a well developed Emergency Response System. According to Dr. Ken Blanchard in the spring issue of Management Strategy, "One of a manager's most important functions is to get groups of people to work together effectively." This concept may be a simple one, but is intensified with the task involved is operating a seasonal facility with a diversified part-time staff. Keeping this in mind, along with the three main motivations, the following areas should be investigated when developing a staff training program. These are people, program, liability and evaluation.

People

Ask any facility manager what the number one concern of operating a facility and most will answer managing front-line staff. These individuals are most likely the staff with the greatest amount of responsibilities. Whether it is setting up a room for a rental, or telephone etiquette and giving out correct information, these staff members are important. The difficulty is that no one has come up with a formula that can train staff on every situation, exception, or incident that may occur. This is where the people aspect is taken into consideration. Every individual has some degree of instinct when placed into a situation. The task of a facility manager begins in the hiring practices to judge the degree of instinct and responsibility an individual possesses.

Any training program should begin with interviewing and hiring good personnel. Because of the high degree of visibility to the public, screening individuals who will conform to the desired behaviors involved with public relations and professionalism is extremely important. The time taken to screen and interview is well worth the effort. Utilize more than just a generic application. The implementation of supplemental forms can be very helpful. Situational questions actually pertaining to the job position can tell a lot about applicants. Do they have a good thought process? Is their training up-to-date? Can they add, subtract and give correct change? Most of the applicants for a seasonal facility will have areas of special interests. If the effort to select the best applicants to become part of the team is completed successfully, the training program is headed in the right direction. Chose those individuals who will view the job as a responsibility and not a convenience.

Program

The body of the training program will basically be developed through the operations manual. If a facility operational manual does not exist, it is recommended that one be developed.

Initially, bring the entire staff together. Cover items such as employment forms and requirements, employee policies, benefits and expectations. Invite other key personnel to the meetings. This will keep staff interested, add credibility to the program and assist with the administration work of the agency. For example, most personnel managers would appreciate being allowed to present employment requirements because they can be assured that all forms are completed correctly. Ideally the detail of the program involving day-to-day operations, procedures, maintenance, and first aid should be covered later. The use of a motivational speaker is a great way to end the initial meeting. If there are not funds available for this, even a local personality or motivational video can be beneficial.

The bulk of the remaining program should be implemented in small groups. This usually is done by job title or responsibility. It is beneficial to plan it this way for several reasons. First, the material should be job specific because having staff attend training that is not pertinent to their jobs can be viewed as a waste of time. Secondly, this will hopefully start some form of staff cohesiveness and team motivation. Thirdly, the manager has the opportunity to trouble-shoot with the particular group. Items such as past incidents that occurred, accident reports and locations, and staffing or procedural problems can be discussed. Lastly, managers should take advantage of this opportunity to get all staff involved and get to know staff on an individual basis. The utilization of returning staff members to present some of the material can assist in the group discussions.

In conjunction with the third type of motivation, safety, take advantage of cooperative efforts with the local police, fire department and school officials. These resources are available and usually appreciate the opportunity to cooperate with the staff.

Liability

In the park and recreation field, professionals have become accustomed to dealing with the liability issue. Recently, the legal concept of assuming the risk in an activity or attendance at a facility has assisted with this issue. This has initiated the concept of risk management. A staff training program is just one tool of risk management that can be used. "The role of risk management is to make use of the best ways of preventing and reducing loss," President of Event Risk Management Alexander Berlonghi said. "Effective risk management should make sure that the event and/or facility is conducted in the safest possible manner and if something unfortunate does occur that the loss does not further impact the organization."

A well established staff training program can achieve this goal of effectiveness and reduce the further impact involved.

Documentation is also a vital part of the training mixture. The insurance crunch has practically made it a requirement that all staff training sessions and staff certifications be documented. This would include, but not be limited to, agendas, handouts, attendance sign-in and sign-out sheets, and manuals. Furthermore, go over thoroughly the correct techniques and wording necessary to complete all accident, incident, rescue and other operational forms. It is important to convey to staff that when there is any doubt that documentation is necessary. It is always better to be safe than sorry, so document.

Evaluation

The standard evaluation process, as with any recreation program, should also be implemented in a staff training program. In fact it should be an integral part of the program. After the initial training program is implemented, a concerted effort to continue monitoring is necessary. Regularly scheduled staff meetings is one effort proven to be worthwhile. It is amazing how attendance levels increase when the meetings are on payday. In-house training activities are also beneficial. Have staff break into groups and present a first aid technique in front of other staff members. Viewing or making videos is also an excellent way of continuing training. In addition, mocked or red cap drills can be an effective activity for staff. Competitions within or with other facilities may also be useful. Hopefully during the initial training program some level of staff morale and team concept will be developed. A successful evaluation process is one of continuation to keep staff morale high.

An interesting statistic was reported in The Learning Enterprise, published by the American Society for Training and Development. Job related training is critically important both for individual and business competitiveness. However, only 10 percent of American workers are receiving such training.

A staff training program should build respect among the manager and staff. The program sets a standard and clearly illustrates to employees the expectations involved. Several employees may void their contracts after the first meeting, but that should be respected. It is better that the conflict is resolved before the season begins than in the middle of it.

About the Author
Michael Clark is Facilities Supervisor at Glencoe Park District.