I’m excited to announce that next month I’ll be presenting a seminar on fitness business best practices at the Club Industry trade show in Chicago. I’ll also be sitting on a panel with some other great fitness minds to field the questions of up and coming fitness entrepreneurs. Come see me and the rest of the lecture series put on by Personal Fitness Professional.
Over the years, the main complaint I’ve heard from ex-employees centers around a breakdown in communication with their direct supervisor. They didn’t know what was expected of them. They didn’t realize they were under-performing. They felt unsure about how to ask for help. Their supervisor didn’t care about them or their success. There was no clarity. When managers are presented with this feedback, they’re usually shocked, and make statements like: I was very clear on what I expected, or my team knows how much I care. So why the disconnect? As David Mann laid out in his course for lawyers on advanced storytelling and persuasion techniques,
“It’s more about what they’ll hear and not what you’ll say. Though this sounds incredibly simple, it’s actually quite counter-intuitive. We tend to prepare what we say as though we’ll be speaking to ourselves- or someone who thinks like us. But that is rarely the case. It is critical to orient your words and ideas to the listener.”
Solid communication is arguably the most vital skill a manager brings to the table. So why is it so difficult for many, and where are they missing the mark? I believe the primary challenge is that communication is rarely a focus of employee training and generally, once an employee ascends to the role of manager, any training on communication all but ceases. But the title of manager alone doesn’t magically bless someone with excellent communication skills. As with all other skills, instruction and practice are required. Over the next several articles, we’ll explore methods and pointers geared fostering great communication in the workplace. We’ll start with a look at the coaching sessions.
Coaching sessions can prove challenging for even the seasoned manager. Discussing performance issues can be daunting. It’s also easy to bombard the employee with one-way communication thus preventing constructive and vitally important dialogue from occurring. Below I outline the steps to take when approaching an employee coaching.
COACHING SESSION STEPS
Start with the who, what, when, and why of the practice/process on which you’re coaching.
Example: Sarah, you made 215 phone calls last week which was 85% of your call quota. You were out for three hours on Thursday afternoon which caused your Thursday call numbers to be low.
Dive further into the why.
I’ve noted that you’ve had multiple personal issues causing you to be out of the office on at least one occasion during three of four weeks this month. This resulted in you missing your call quota during two of those weeks. When you’re on time and work your full shift, you always manage to meet your quota.
Reestablish expectations and responsibilities. A written job description should be used as a reference.
Let’s review the expectations for your role. One of your primary responsibilities is hitting your call quotas each week. While our company does offer PTO to allow employees time off to attend to personal matters, your frequent outages are causing you to fall short of the expectations for your position.
Present a Performance Improvement Plan (PIP) with a set timeline where applicable. Some useful techniques used in a PIP include: recycling the employee through training on the area of concern, practice sessions with a supervisor which allow the employee to get immediate feedback on performance, scheduled check-ins along the timeline to update the employee on their progress, testing on skills, peer-to-peer shadowing with a top performer, and recommended external training (workshops, courses, and reading).
In this instance, absence is what is causing this shortcoming; so the focus should be on helping the employee understand how their outages impact their performance and overall standing in the company. It may be useful to discuss better use of PTO (spacing out usage, scheduling personal appointments for non-work hours, consideration of alternate work schedules if available, etc.). While the company’s leave policy may not have been violated, the employee’s absence is still causing an issue.
Ask questions to determine any additional reasons for poor performance and obtain employee buy-in.
Do you understand the expectations and responsibilities tied to your role? Do you see how being out of the office regularly is preventing you from hitting your call quotas? Are there any issues I should be aware of that may also be contributing to you missing your call quota? Are there any other concerns you’re having with your role? How do you plan to correct this issue moving forward?
Employees perceive much more about a leader’s intention from non-verbal cues than from the words themselves. It’s always important to consider this when speaking with employees, particularly when correcting performance issues, conducting training, or presenting a write-up. While the preparation of the coaching session is systematic, the delivery shouldn’t be cold or robotic. The goal isn’t merely to disseminate information but to have a conversation. According to Mann,
“93% of what is being perceived [by the employee] is coming from the face, body, and voice. The human face has tens of thousands of subtle combinations of eye, mouth, and brow movement that are all associated with certain intentions. Likewise, the human voice has a virtually limitless capacity for expression using combinations of tone, pace, and volume. And tiny shifts of the shoulders, arm, legs, and hands can communicate enormous amounts of meaning.”
Pay attention; sometimes this unspoken 93% can distract from or contradict what you’re saying and elicit an unwanted response.
THE LANGUAGE OF A COACHING SESSION
Delivery is relaxed and encourages conversation. Your goal is to facilitate dialogue to reach an understanding.
Body language is open and attentive. The right body language encourages a better response. Be present. Maintain eye contact and eliminate all distractions like your cell phone, workplace messengers, or emails. Be ready to listen as well as talk. Listen with your face (nods, raising eyebrows, eye expression, smiles). Eliminate fidgeting.
Tone is calm and confident. Remove anger, blame, or panicked language from your delivery.
Pacing is measured. Don’t rush; leave pauses to allow the employee to comment or interject.
Allow for discussion. If the employee presents a reason for their performance for which you weren’t prepared, hear the employee out and ask numerous questions to ensure you fully understand their side. If you aren’t prepared to offer a solution on the spot, it’s okay to circle back after you’ve had time to think/research.
Serve up a compliment sandwich. The employee has some redeeming qualities, or you wouldn’t have hired her or be investing the time to coach toward improvement. Make sure you layer comments about her potential or her positive performance into the conversation to soften the sometimes sharp edges of a PIP. This helps keep the employee focused and positive and shows them that you also see and appreciate what they do well.
Sarah, you do such a great job of speaking with the customers. Your approach is friendly and professional. That’s why it’s so important to me that we get you on the phone with more customers! Let’s focus on making sure you hit your call quota every week by addressing these attendance issues.
Practice! Think about an employee coaching session as a presentation or performance. You wouldn’t walk on stage without knowing your lines. Your delivery is key to successful coaching. Learning how to manage your face, body, gestures and vocal inflections is a skill. Skills take practice.
Remember, putting an employee on a PIP or holding a coaching session is a serious and vital part of a manager’s job. The employee can come out of the meeting feeling focused and ready to tackle the challenge or beat down and demotivated. The manager’s delivery largely determines which it will be. It’s not always easy to effectively engage employees, but a good manager recognizes the importance his or her communication plays in the success of the larger organization.
Netflix, Hulu, Blue Apron, Spotify, Joe’s Gym, Geico… it’s easy to lose sight of where you’re spending your money even in your personal finances. So many of the services and products on which we spend come with convenient monthly billing these days. When price tags are low for individual services, it’s easy to allow months to go by where you don’t realize you’re being billed for something you don’t want, need, and for which you are no longer contractually obligated. In fact, multiple brands in our industry have constructed their business models around this assumption! It’s one thing to miss a few months of your $10 music membership, but when we’re talking business expenses, the stakes are much higher. If you’re not reviewing expenses monthly (and preparing a comprehensive financial statement), you are undoubtedly overpaying!
Here are a few real-life, new GYM HQ client examples uncovered in the last several months:
Managing Active vs. Inactive Employees on Your Payroll Platform
GHQ utilizes Paychex for its payroll clients, and the cost is factored into our payroll pricing. However, prior to onboarding with us, many of our clients used very different platforms. Some of these bill by the active employee. So, if a business hasn’t been diligent in terminating staff as they leave, overpaying is easy. Our industry poses a unique challenge as many trainers and coaches work on a very part-time basis. It may not be noticed when they cease any scheduling, and multiple pay periods can go by with them incorrectly listed as active. In a recent instance, the client had a very large employee base. So missed terminations came with a hefty price tag ($1000s wasted monthly).
Action: Research how you’re being billed and then conduct an audit to ensure your roster is accurate and up-to-date. The importance of this spans beyond cost savings.
Did you review your policy renewal data for accuracy? When changes have been made in your business (e.g., employee count, number of locations, property requiring coverage, policy limit adjustments, types of coverage needed), it’s vital your insurance agent be made aware. It’s easy to set coverage to autopilot and end up overpaying. Also, you’ll want to make sure you get a few competing quotes during each renewal period to ensure you’re getting the best rates.
Action: Request a copy of your policies and review them against your current business needs. If anything significant has changed, request an adjustment. These can be made mid-policy year. As renewal nears, reach out to additional brokers to request competing quotes.
When the latest and greatest in software, wearable displays, music streaming, group X programming, or marketing comes around, your excitement can lead you to leap in hopes of a big payoff. Once the initial enthusiasm dissipates, that new addition to your business may find itself unused and collecting dust.
Action: Review your current subscriptions. Are you using them? Are you still under an obligation to pay? If you’re under contract, make a concerted effort to relaunch the initiative or service, so you’re getting some ROI or, request the fees for early termination. Sometimes it’s better financially to pay for an early cancellation if you’re getting nothing from the subscription.
Late Fees & Penalties
If your AP process is a mess, you may find yourself scrambling to pay bills at the last minute, or worse, after the due date. This causes you to incur unnecessary fees. Do this enough, and they really add up. Credit cards fees alone can lead to wasting a substantial amount monthly.
Action: Ensure you have a list of all monthly and annual liabilities along with due dates. Review your AP process to schedule payments in advance of deadlines. Don’t forget yearly business registrations, reports, and licensure renewals. These generally come with a stiff fine for filing late.
Is that commission structure you put in place yielding the sales you need? Is your monthly bonus in line with how much you should be averaging for new member spend? Are your PT packages priced appropriately to account for the session rates you’re paying trainers? What about your salaries? Are you top-heavy? Payroll is by far the most common area for overspending, and it can cripple a business.
Action: Review all pay plans currently in place for your business. Compare the spends in each category (sales, PT, management) to industry or brand standards. Analysis should be done as a percentage of revenue and in the area of sales, the cost of acquisition per new member. These stats should be reviewed monthly. Carefully think through any adjustments prior to deploying new pay plans. You don’t want to roll out new structures frequently as this creates employee confusion and dissonance.
The main take away here is to keep your eye on the ball, your monthly financials. If you don’t have a clean set of books or a clear process for review, it’s very likely you’re wasting money. Take the extra time to ensure the money you work so hard to bring in the front door isn’t sneaking out the back.
Need help with accounting, reporting, and monthly P&L? We can help. Email email@example.com to learn more.
Stephanie Maddox, Operations/Account Manager
Stephanie is a free spirit. She loves yoga, daily meditation, nature and all things earthy. She relies on hard work, determination, and persistence to achieve her goals and prides herself on being an excellent manager of time. Stephanie graduated high school at the age of 16 and started working as a waitress shortly after that. A few years later, she decided she wanted to be a personal trainer, but her interviewer saw much more than a trainer in her, and she was hired as an Assistant Sales Manager. She started her career in the fitness world at a small, run-down gym in the suburbs of Atlanta. Through consistent sales results, she quickly moved up the ladder to run several markets during her almost 8-year relationship with the company. She was known for being sent to “troubled markets” and turning them around to get them back on track. After quite a few satisfying years as a Regional Sales VP, she decided to start some independent work as a business development consultant. In this role, she worked closely with fitness studio owners in start-up or struggle mode. She specialized as a business turnaround consultant, helping struggling companies succeed again by identifying their weak points and helping them implement proven processes for success.
The problem was, she never felt like she was at “home.” Stephanie longed for a stable career opportunity where she could grow, learn and become a key player in a team of many with the same passions she had. She reached out to someone she trusted and enjoyed working with in the past, and as fate would have it, he pointed her in the direction of GYM HQ!
Stephanie joined us as a Payroll Admin. She was not in the seat long before she started asking the right questions and proving herself to perhaps be a better fit for a more significant role. With her skill set in mind, the Operations/Accounts Manager role was born and Stephanie began serving as the right-hand woman to our VP. Her main goal is ensuring our clients receive the best in service, and that we're continuously striving and working toward better. A typical day may find her involved in on-boarding new clients, pitching in to navigate a tricky payroll cycle, or putting together a KPI report to assist a gym owner in growth and improvement. If a department doesn’t have a specific head here at GYM HQ, she’s your go-to person. If you have a problem, she is the solver. She is all about teamwork and making sure everything runs smoothly. Everything Stephanie has experience in the fitness industry thus far makes her uniquely qualified for her role, and she says that she finally feels “at home.” She was recently recognized as GYM HQ'S June MVP.
Her all-time favorite quote?
“Nothing in this world can take the place of persistence. Talent will not: nothing is more common than unsuccessful men with talent. Genius will not; unrewarded genius is almost a proverb. Education will not: the world is full of educated derelicts. Persistence and determination alone are omnipotent.” -- Calvin Coolidge
Karine Cesar, Client Services Manager
Born in Haiti and raised in New Jersey, her first job was at Chase as an encoder in New York. She worked hard and eventually left Chase for a role at First Fidelity Bank in downtown Newark, New Jersey. There she handled escalations directed to the “Office of the President (CEO).” When her parents decided to take early retirements and move to South Florida, she followed suit and accepting a position at Manufacture’s Hanover Trust Mortgage as a call center agent in their Rural Housing division. The company was eventually acquired by Chase.
Karine spent 11 years with Chase holding the following positions:
- Customer Service Agent
- Real Estate Tax Agent
- Customer Service Lead
- Customer Service/Complaints and Collections Manager
- Diversity Club Chair
- Co-Chair of Mentoring Club assisting new managers on their managerial adventures.
As the Customer Service/Complaints and Collections Manager, she led her departments through required audits earning a B rating.
When the economy took a downturn, her worksite was closed and she was hired by ABN AMRO Mortgage in Sunrise, FL as a Call Center Manager. During her tenure there, she was part of a team assigned to create a new mortgage department geared toward assisting brokers in high-end home sales.
Karine relocated to Georgia in 2005 and worked for RYLA, a telecom company, first as a Team Leader, then as a Manager, and finally as an Operations Manager. Unfortunately with the loss of a major client the company was forced to lay off staff which set her on the path to work for another telecom company, Cbeyond. She learned a lot about the telecom world during her eight years at Cbeyond and worked her way up to the Retention Department.
In 2014, Karine took a chance on a small start-up and joined the GYM HQ team as a Customer Service Lead Agent. Her background has always been working for large corporations, so working for GYM HQ challenged her to pull from her experiences and apply them on a smaller scale as we grew. As the GYM HQ contact center team grew from 4 to 20, Karine grew with it, ultimately transitioning into the role of Client Services Manager. She currently leads both the Customer Service and Past Due Communications teams. Karine was recently honored as GHQ's May MVP. Her willingness to continue to learn and accept new challenges makes her a vital part of our organization.
"As I continue my career journey, I am happy and thankful that I’ve been given the opportunity to continue to learn and grow with GYM HQ. Every day brings something new, and I have a great team in Customer Service and PDC that will assist in our growth."
Saturday was GYM HQ’s 4th anniversary. It's great taking time annually to remember our humble roots. We started with a team of 9. On a Saturday, a little less than two weeks after launch, we rented a Uhaul, bribed our spouses, and moved our meager start-up belongings out to our original space in Norcross, GA. We found a cute 1,500 square feet sublease in an office building on Craigslist and got to work. It wasn’t long until we were bursting at the seams! We picked up another 800 square feet across the hall and “made it work.” By the time we moved into our current location in 2016, we had a team of over 20 people in just over 2,000 square feet! Needless to say, we didn’t need to hold team roundups to ensure we stayed connected. We were almost literally all connected at the hips.
Starting a new business is hard. It can be very rewarding, but it’s not without major sacrifices and stress. When you don’t have a parachute, you’re forced to figure out how to fly. With a great team and a lot of hard work, we found our wings. Two acquisitions later (we were acquired by ClubReady March 2016 and Clubessential January 2018) we continue to push to remain the gold standard for back-office services in the fitness industry. That’s why we’re always striving for better-- better solutions, better service, and better support because good is never good enough. We take our responsibility to the now nearly 1,300 fitness locations we support very seriously. We're honored to be YOUR HQ and look forward to what's just over the horizon for GYM HQ and YOU!
Here it is, another article aimed at keeping your business out of trouble. Boring. After all you didn’t open your club to worry about forms and regulations. We get it; that’s why GYM HQ exists! But if there is one thing that we know business owners hate more than boring paperwork, it’s paying large fines to Uncle Sam. So, consider this your heads up for what’s coming this summer.
Immigration and Customs Enforcement (ICE) wants employers to understand that, going forward, the agency will increase Form I-9 audits, conduct more worksite raids and promote involvement in the government's voluntary compliance program (E-verify). Under the current administration, audits are expected to go up 4000%. It’s also important to note that civil penalties associated with violations have increased. Current penalties are between $224 and $2236 per violation (employee). Now more than ever, it is important that employers ensure that Form I-9’s are being completed accurately and on time for each new employee.
So what can you do to prepare? First, ensure that any employee hired moving forward has a proper I-9 completed. Here are some of the most common mistakes:
- The employee not checking a status box or checking more than one status box
- The employee not signing or dating the I-9
- Not completing List A, B or C correctly or not completing at all
- Attaching documents as a substitute filling out section 2.
- Not using the updated version of the form
- Not filling in the employee’s hire date in the Certification section
- Not completing the Business/Organization name and address section completely
- Filing Form I-9 with the government. Form I-9 is meant to be kept by the business in case an audit is conducted. Should an employee leave the company, the business must retain the forms for a period of up to three years from the date of hire or one year after the employee's final day, whichever is longer.
Note: Form I-9 cannot be utilized in any capacity prior to making a job offer to a potential employee. Doing so could violate restrictions regarding discrimination against workers based on their ethnicity, race or other identifying factors.
Remember, the few minutes you spend reviewing the I-9 could potentially save you thousands of dollars in the future!
Next, conduct an audit of what you have on file for current staff. If you’re missing an I-9 for an employee, ask the employee to complete Section 1 of the I-9 immediately and present documentation as required in Section 2. The new form should be dated when completed—never backdated. If an employee has been working without documentation authorization, this could be because an I-9 form was not properly completed in the first place, or because the employee’s work authorization has expired. If this is the case, notify the employee (in private) of the discrepancy.
You should provide the employee with a copy of the I-9 and any accompanying paperwork. Then ask the employee to provide correct or updated documentation. In either case, if an employee cannot present proper documentation, you should terminate the employee immediately. If you don’t, you risk penalties for “knowingly” continuing to employ an unauthorized worker. Be sure to apply this strict termination policy consistently to avoid potential claims of discrimination.
You may not correct errors or omissions in Section 1 of the form. If you discover a problem in Section 1, ask the employee to make the correction. Employers may only make changes in Section 2 or Section 3 of the I-9.
Employees needing assistance to correct or enter information in Section 1 can have a preparer or translator assist them.
In either case, the individual making the correction should:
- Draw a line through the incorrect information;
- Enter the correct or omitted information;
- Initial and date the correction or added information.
The time you take now to review your personnel files and ensure a solid process for reviewing the I9 when onboarding new team members will more than pay off should you face an audit!
Need help with HR or payroll? Let us know. We help thousands of fitness owners nation-wide navigate the less than fun aspects of their business!
Back at the beginning of 2016, industry vet Mark Polli and his wife, Kim, set out to presale memberships for a new (to them) concept to add to their fitness portfolio, UFC GYM Rocklin. They enlisted the help of our team here at GYM HQ to tackle all of their back-office needs. The journey so far has been a blast! We love working with the Polli's. It's been awesome to watch their progress as the location has matured. We sat down with Mark to learn a little more about him and his views on the industry for this month's GYM HQ Client Spotlight.
GHQ: How did you get started in the fitness industry?
MP: I have been in the Fitness business since 1981. I was in my senior year of college in Upstate New York, and my Brother called me from California to come work with him at a health club in Foster City, CA. I went out on my winter break and sold memberships for 3 weeks. The Vice President asked me to stay, but I wanted to get my Bachelor’s degree in Business/ Marketing, so they agreed to pay my way back out there after my final semester. I worked for that company for 5 years. I took a break from the fitness Industry to become a stockbroker in 1985, just in time for the Black Monday crash in 1987. I pushed through until 1991 when I was contacted by Mark Mastrov and went to work for Mark when 24 Hour Fitness only had 9 Clubs. I worked at 24 Hour Fitness for 18 years as a Regional Vice President before I started with Crunch Fitness in 2009. Mark Mastrov helped me get involved with Crunch and we opened 5 clubs in the Sacramento area. Mark reached out to me again in 2014 and invited me to the UFC GYM convention, and it was an amazing experience. I was able to see and feel the difference between regular health clubs and “Training Different” at UFC Gyms.
There was 7,000 SF of space available next door to the Crunch Fitness in Rocklin and on the other side was a Century Movie Theater. The spot between the two was an “A” location, and I started negotiating with the landlord. I also had to get approval from UFC Gym Franchise and Crunch Franchise to have the clubs next door to each other. After a lengthy negotiation, we got the deal done and then the Landlord offered us an additional 3,000 sq. ft. which we agreed and so glad we did! We are running out of room even with the extra space.
My wife Kim and I went down to Anaheim for the Franchisee Training and it was a great experience.
We contacted Melissa Knowles at GYM HQ to do our back-office work and it was one of the best decisions we made. We would have had to hire 3 full time people to do all of the work that they do for us and at a very reasonable cost.
GHQ: What are some of the biggest changes you’ve seen occur in the industry over the years?
MP: The biggest changes I’ve seen in the business are technology, equipment, and marketing strategies. I am not sure how we even did it in the 80’s with only a fax machine and corded phones. Equipment was more about looks than functionality with most all machines made of chrome and only 2 lifecycles in the clubs for cardio. Marketing today is an entirely different, especially with Social Media. But the best ever marketing in the clubs has never changed and that is referrals from current members.
GHQ: Why did you choose to go the franchise route and why did you choose UFC GYM?
MP: Working for a large fitness company had its benefits, and it was a great experience to help a company grow from their humble beginnings. Owning my own franchise is getting up every morning knowing that I am making a difference in the lives of my employees and our members. I take pride in every square foot of every club and working for myself means I answer to the community and the employees. UFC GYM offers an experience like no other club offers.
Mark Mastrov was talking to me about doing UFC GYM franchise clubs in the Sacramento area while Urijah Faber was getting ready to do a signature club in Downtown Sacramento. I did some research and was on board with starting to check out potential locations. I was on vacation in Hawaii and stopped into the BJ Penn UFC Gym and my wife and I were amazed about the classes going on and we were both surprised how many women were attending the classes. When my wife saw all of the women in the classes, it completely changed her perspective about UFC GYM and she was all in!
GHQ: What makes UFC GYM unique?
MP: UFC Gym is unique in every way. It’s a tight-knit group of members that you know every one of them by name and get to watch them as they improve physically, emotionally and reach goals they never thought were attainable. The Coaches take great care of the members and they live and breathe the UFC Gym brand.
GHQ: What do you currently have in the pipeline for growth and expansion?
MP: We have a lease signed in Folsom, Ca and it is going to be 12,200 sq feet.
We are very excited about bringing this brand to Folsom.
GHQ: What is the UFC GYM experience for members?
MP: The experience for members is amazing. Watching all of the new members come into the club and they are a bit nervous about what is going to happen is great. No one leaves the club without being dripping with sweat and a smile that says “I did it!” We have members that have lost over 75 pounds and others that have put on size and increased their strength dramatically. The skills classes have brought both men and women that had never worn boxing gloves and are now in the octagon or on the BJJ mat competing and winning.
Watching the kids program is especially exciting as we see them grow from tumbling to takedowns to submission holds. Their self-confidence grows on each visit as they learn BJJ moves and respect for the sport as well as respect for the other kids.
GHQ: What have been the most challenging aspects of the business?
MP: The most challenging part of the business is driving New Member Sales daily as we try to limit attrition. The other hard part is changing people’s perspective about the gym being a fight club. We have been successful with our outreach in the community by setting up Women’s Self Defense classes as well as Anti-Bullying classes in schools.
GHQ: How important are back-office functions for the business and why did you decide to partner with GYM HQ?
MP: Choosing GYM HQ was one of the easiest and best decisions we made. There was no way I could drive new business, work with our existing members and be present in the club if I was doing back office work. From Payroll to Accounting, Accounts Payable and HR they are a terrific group of people who are always available and quick to respond.
GHQ: What gems of advice would you like to share with others looking to own their own fitness business?
MP: Be Present in the club. Build the culture in your club yourself and make sure you are in the club working with the employees, members, and guests. Be part of the community and do everything you can to help people in the community by donating time and resources to local charities. Hire great people who are passionate about Fitness and live the brand. Treat everyone with respect and deliver a great product and service that outshines all of the competition. There are a lot of fitness clubs out there and the biggest difference maker in the club is YOU!
DeAndre Tapia, Customer Service
DeAndre joined the GYM HQ family back in February. His previous work experience includes serving as an Apple IOS-iTunes Tech Support representative, an Office Depot/OfficeMax Warehouse Distribution call center agent, and Customer Service Manager at WINN-DIXIE.
By continuously challenging himself to learn and grow, he's proven to be a great asset to the team and shows great potential.. He was recently named the GYM HQ MVP for the month of April.
What makes DeAndre so awesome?
- His commitment to understanding his role as a Client Service Agent. This exemplifies the GYM HQ Core Value of Competence.
- His ability to correctly complete all tasks and projects for which he is responsible
- His willingness to assist with other projects. This exemplifies the GYM HQ Core Value of One Team.
- His constant study of our clients' membership and service contracts.
- His willingness to assist with escalated calls
- His positive attitude!
Because of his outstanding performance, he was promoted to the role of Tier II Agent. He recently conducted a training class regarding new policies put in place for one of our clients!
DeAndre likes all sports and food. He is a bright star with an even brighter future and we love having him as a member of our team!
As promised, our third and final article on employee recognition highlights businesses successfully utilizing non-traditional methods of rewards and recognition. While some of these may not be a great fit for your business model, I hope they encourage you to think creatively when contemplating a recognition program for your team.
Bonusly is an employee recognition software that allows employees to award points to their peers. Peer-to-peer recognition is very impactful and will likely become increasingly important as younger generations move into the workforce over the coming years. Bonusly pairs P2P with a social network platform which is also a win with the younger elements of the workforce. Points are redeemable for gift cards and prizes from major retailers like Uber, Nike and Starbucks. A few companies using Bonusly: Hulu, Chobani, SurveyMonkey, Oracle and ZipRecruiter.
Dallas Web Design Inc. uses flexible working schedules as a way to motivate staff to become better. They claim an 80% increase in productivity! According to a 2016 Gallup survey, 51% of employees said they would change jobs for one that allowed them to work more flexible hours, while 37% would change jobs if they could work from where they want at least part of the time. Job seekers are demanding a flexible work environment, and if you don’t offer that in 2018, you will lose talent to your competitors who are. Use this as a perk for top performers who can be trusted with remote work or handling a non-traditional schedule. Keep in mind, this may not work for all staff who must be onsite to directly interact with members/clients.
At GYM HQ, we made our own employees subject matter experts in designing our employee training program. We asked our top performers to assist in developing our onboarding process for new hires. This practice fulfills two functions: recognizing the employees for their strengths and developing our company-wide training program. It also allows employees to be exposed to additional functions and responsibilities which is vital for employee growth and development.
Create a Company Mascot
At Moncur, they have a biweekly employee award program where team members pass a little wooden statue they call Peggy to another member who has done outstanding work or showed incredible acumen.
Being a digital and creative agency, they take it to the next level by requiring each member to dress Peggy up in a style that reflects the awardee and encouraging them to post her “adventures” on a designated Instagram channel.
Access to the Leadership
Many leading companies such as Whole Foods and CarMax, open up access to their senior leaders for all employees. Whether its town hall meetings, cookouts, or visibility into company decisions, it’s clear that employees crave this access. Consider sharing more that you’re comfortable sharing if you want your employees to commit to the cause. One of your future members of leadership is likely sitting amongst your current ranks. Access to senior leadership is one way to ensure the right exposure is happening long before succession planning is even a thought.
Recognizing employee anniversaries is still important. At Groupon, instead of the traditional certificate or pin, yearly milestones are recognized with a top-of-the-line, bright green Adidas track jacket. Employees can even personalize their jackets with unique nicknames and receive star patches for each additional year at the company. These personalized jackets are great daily reminders to new staff of what they’re striving for and a source of pride for veterans.
The take away after three articles on recognition is that your company should have a program! From a team to 5 to a team of 5000, recognition is important. It helps retain and attract the best talent, sets you apart from your competitors, and encourages a positive, perhaps even fun (gasp!) work environment. There’s a reason why the top 100 companies to work for are just that. Employee perks, programs, environment and recognition all play a part in employees being excited to go to work every day!
Aside from guidance on the use of 1099 Independent Contractors, exempt vs. non-exempt employee classification is perhaps the most popular topic amongst fitness business owners that our HR team fields here at GYM HQ. Tracking and keeping accurate records of employee time can be a substantial administrative burden; so the draw to pay someone a salary and throw caution to the wind is strong! It’s also very enticing to demand work of a team member in excess of 40 hours a week (or 8 hours a day in California) without the need to pay them additional compensation. Today we review the vital steps for employee classification to keep you in compliance and out of hot water.
Are they an employee?
First, let’s tackle the question of 1099 Independent Contractor vs. W2 Employee. Review our previous article for guidance on that topic here. Spoiler alert, I’d wager you have yourself an employee.
Salary Basis & Threshold
Next, let’s talk pay. Employees must be paid on a salary basis and at not less than $455 per week or two times the state’s minimum wage, whichever is higher, to qualify for an exemption.
Being paid on a “salary basis” means an employee regularly receives a predetermined amount of compensation each pay period. The predetermined amount can’t be reduced because of variations in the quality or quantity of the employee’s work. Subject to the exceptions listed below, an exempt employee must receive the full salary for any week in which the employee performs any work, regardless of the number of days or hours worked. Exempt employees do not need to be paid for any workweek in which they perform no work. If the employee is ready, willing and able to work, deductions may not be made for time when work is not available.
Deductions from pay are permissible when an exempt employee: is absent from work for one or more full days for personal reasons other than sickness or disability; for absences of one or more full days due to illness or disability if the deduction is made in accordance with a bona fide plan, policy or practice of providing compensation for salary lost due to illness; to offset amounts employees receive as jury or witness fees, or for military pay; for penalties imposed in good faith for infractions of safety rules of major significance; or for unpaid disciplinary suspensions of one or more full days imposed in good faith for workplace conduct rule infractions. Also, an employer is not required to pay the full salary in the initial or final week of employment, or for weeks in which an exempt employee takes unpaid leave under the Family and Medical Leave Act.
Once you’ve determined that the employee’s compensation passes the salary basis and level tests, your next step is to take a look at their regular duties.
The employee should fit squarely into one of the exemption categories below:
For the executive exemption, employees must have a primary duty of managing the business or a department or subdivision of the company; must customarily and regularly direct the work of at least two employees; and must have the authority to hire or fire, or their suggestions and recommendations as to the hiring, firing or changing the status of other employees must be highly considered.
For the administrative exemption, employees must have a primary duty of performing office or non-manual work directly related to the management or general business operations of the employer or the employer's customers, and their primary function must include the exercise of discretion and independent judgment with respect to matters of significance.
For a professional exemption, employees must have a primary duty of work requiring knowledge of an advanced type in a field of science or learning customarily acquired by prolonged, specialized, intellectual instruction and study, or must specialize in a few other similarly, highly specialized fields, such as teaching, computer analytics, and engineering. Aside from a select few members of a corporate team (legal, accounting, etc.), this exemption is rare in the fitness industry.
An Assistant Fitness Manager may be one of several employees who direct the day-to-day activities of other team members but may have no discretion as to whether to hire or fire employees. He may spend more than half of his time selling training packages, assisting members, or doing other routine tasks that require little or no discretion and independent judgment. Even if he were to meet the requirements of the salary basis and salary threshold tests, he would not qualify for an exemption because he would not meet the duties test requirement.
A General Manager oversees the entire club’s operations (often with little interaction from ownership for days on end). She is tasked with managing the entire staff (hiring, firing, coaching, scheduling) and making decisions which significantly impact the business. Though she may also engage in sales or menial administrative or manual tasks (cleaning, paperwork, etc.), she clearly passes the duties test under two both the executive and administrative exemption.
Owners often wonder what the consequences would be if they are found to be misclassifying their team members. There is a litany of legal cases which point to how severe and costly these consequences can be. In 2011 Levi Strauss agreed to pay over $1 million in back pay to 596 (12%) of its employees who were improperly classified and therefore not paid overtime. In 2014 US Bank settled a misclassification suit for $1.9 million. After seven years of litigation, 24 Hour Fitness settled a misclassification case in 2013 for $17.4 million. They’d previously settled another wage and hour class action in 2006 for $38 million. These figures and cases are tied to very large businesses, and it’s sometimes challenging for a single club owner to correlate that to the impact he’d see for his company. Here’s the easiest way to look at it, when has anything involving hiring a lawyer or law firm ever been less than costly? Wage and hours claims are one of the most common for small businesses and aside from any money paid out to the claimant, are very costly to defend. How much are you comfortable dishing out to defend a claim? How sure are you that you have a strong defense? Is your team currently classified correctly? As the old adage says, “An ounce of prevention is worth a pound of cure.” Or in this case, an ounce of preparation (doing things right starting now) is worth a pound of defense.
Travanta Wright, Customer Service
Travanta impressed us with his enthusiasm and professional demeanor when he was hired as a Past Due Communication Agent in April 2017. Travanta quickly excelled in his position earning the opportunity to train as a Customer Service Agent in May 2017 where he continues to learn and grow professionally. His quick advancement speaks to his overall intellect and ability to learn. Travanta brings to all of his activities energy, enthusiasm, positivity and commitment. He has proven himself to be reliable and flexible and accepting of any task with which he is challenged. While the role of a Customer Service Agent is not always simple, Travanta consistently delivers a quality level of service to our client’s members.
Of particular value to us is Travanta’s team player mindset, enthusiastic embrace of change, ability to work with minimal supervision and unwavering commitment to exceeding our client’s expectations. He is a hardworking, top-performing customer service professional.
Travanta is currently in school to be an Athletic Trainer and will soon enter the Graduate Program at Life University. He was the GYM HQ MVP March 2018 and is a consistent perfect attendance winner!
While installing a rewards and recognition program does take effort, it need not be overly complex or time-consuming. And the positive effects are invaluable! Think of recognition as a communication tool which helps to reinforce the behaviors and outcomes your organization values most. It provides a pathway for you to say, “YES, that’s exactly what we’re looking for. Do more of that!” This article is the second in a short series on Employee Recognition and Rewards. Today we focus on two ideas that bridge the gap between the old-school and the new. In a workplace that consists of several generations simultaneously, it’s important that your program speaks to everyone!
First the old tried and true Employee of the Month. The calendar naturally provides us with 12 smaller times frame during which to measure success. Dedicate a few moments each month to recognize one outstanding team member and crown them your MVP. This team member should be recognized in front of the entire team (at a meeting or morning stand-up). Make sure to clearly outline why this person is such a vital part of what makes the company great and how their actions contributed to success during the month. Complete the recognition with a certificate and reward (bonus, gift card, prize pack, etc.). This adds a formality to the presentation and makes it feel “official.” Consider a wall of fame to showcase the current month’s MVP as well as past superstars.
Formal monthly appreciation is great, however, while the month flies by, don’t forget to give out praise DAILY as opportunities arise! The best leaders don’t make team members wait to let them know they’re doing a great job. They recognize achievement as it happens. So, while you may be keeping score internally for your monthly MVP, don’t forget to give frequent pats on the back when any team member exemplifies your brand ethos, hits a milestone, or goes above and beyond. The best part about daily praise is it’s free!
While your younger team members will undoubtedly appreciate being recognized via the non-digital channels above, don’t forget to speak to them in their language as well and hit social media. Your Facebook, Twitter, Instagram, and the company website is a great platform to broadcast “shout-outs” to a much broader audience. Hit millennials with praise where they live!
Your company homepage and blog are prime real-estate. Dedicate a portion of them to your hard-working employees. Use these areas to highlight team members and provide their backstory (accenting their passions and unique life histories). This not only allows for recognition but also showcases your valuable team to your clients and potential clients. After all, for most fitness businesses, people are the number one differentiator!
Don’t forget social media! Nothing is better than watching a post on which you’re featured rack up likes and shares. This will help supplement your in-person efforts and ensure everyone sees the contributions your team members are making. This is especially important if your team works in multiple locations or you have remote staff.
Next month we’ll conclude our employee recognition series with a curated list of non-traditional methods of recognition being successfully used by top companies. Get ready to think outside of the suggestion box!
If you’re like most employers, you’re aware that there is a Federal Medical Leave Act (FMLA), but since it’s not something that tends to come up a lot in the day-to-day running of your business, that is where your understanding ends. However, as with all employment law, ignorance offers neither bliss or a free pass from the consequences of getting it wrong. This month, we’ve highlighted some of the key guidelines for the FMLA to keep you compliant. If you’re a single small studio owner, it’s unlikely you’ll ever be required to comply with the FMLA. However, if you own a large club or cluster of clubs or studios, this article will help prepare you to meet these requirements confidently.
FMLA refers to the Family and Medical Leave Act, which is a federal law that guarantees certain employees up to 12 workweeks of unpaid leave each year with no threat of job loss. FMLA also requires that employers covered by the law maintain the health benefits for eligible workers just as if they were working.
Covered employers must grant FMLA leave for one or more of the following situations:
- The employee cannot work because of a serious medical condition.
- The employee must care for an immediate family member that has a serious medical condition.
- The birth and/or subsequent care of the employee's child.
- The placement and/or subsequent care of an adopted or foster care child.
- A "qualifying exigency" that arises out of the fact that the employee's spouse, child or parent is on active duty or has been called to active duty for the National Guard or Reserve in support of a contingency operation.
Employees are eligible for leave if:
- They have worked for their employer at least 12 months (the 12 months don’t need to be consecutive but should not be separated by more than 7 years);
- At least 1,250 hours over the past 12 months;
- Work at a location where the company employs 50 or more employees within 75 miles.
Under some circumstances, employees may take FMLA leave on an intermittent or reduced schedule basis. That means an employee may take leave in separate blocks of time or by reducing the time he or she works each day or week for a single qualifying reason. When leave is needed for planned medical treatment, the employee must make a reasonable effort to schedule treatment so as not to unduly disrupt the employer's operations. If FMLA leave is for the birth, adoption, or foster placement of a child, use of intermittent or reduced schedule leave requires the employer’s approval.
Under certain conditions, employees may choose, or employers may require employees, to "substitute" (run concurrently) accrued paid leave, such as sick or vacation leave, to cover some or all of the FMLA leave period. An employee’s ability to substitute accrued paid leave is determined by the terms and conditions of the employer's normal leave policy.
Employees must comply with their employer’s usual and customary requirements for requesting leave and provide enough information for their employer to reasonably determine whether the FMLA may apply to the leave request. Employees generally must request leave 30 days in advance when the need for leave is foreseeable. When the need for leave is foreseeable less than 30 days in advance or is unforeseeable, employees must provide notice as soon as possible and practicable under the circumstances.
When an employee requests FMLA leave due to his or her own serious health condition or a covered family member’s serious health condition, the employer may require certification in support of the leave from a health care provider. An employer may also require second or third medical opinions (at the employer’s expense) and periodic recertification of a serious health condition.
Employee’s Return to Work
Upon return from FMLA leave, an employee must be restored to his or her original job or to an equivalent job with equivalent pay, benefits, and other terms and conditions of employment. An employee’s use of FMLA leave cannot be counted against the employee under a “no-fault” attendance policy. Employers are also required to continue group health insurance coverage for an employee on FMLA leave under the same terms and conditions as if the employee had not taken leave.
Next steps for your business:
- Develop a sound policy. Include a written and current policy your handbook and be sure to clarify how the use of paid vacation, sick, or personal time when FMLA is requested.
- Train manages. Your management team will be the ones fielding questions regarding FMLA. They’ll need to understand how to respond to FMLA requests without violating the employees’ rights or the law’s anti-retaliation provision.
- Carefully review all requests to prevent fraud and abuse. Don’t merely accept vague medical information. If things are unclear, ask for clarification from the medical provider.
- Give termination decisions a thorough review. Reasons for termination must be unrelated to illness or a request for FMLA leave, and these reasons must be clearly documented. Otherwise, you set yourself up for a retaliation or discrimination claim.
- Be aware that some states (11 currently) have their own versions of the FMLA: CA, MN, VT, CT, NJ, WA, HI, OR, WI, ME, RI. If you operate in any of these states, make sure you research and integrate their specific laws.
As with most legal guidelines, if you have questions or are unsure about anything, get help. Your lawyer or a certified HR professional can help clear up any doubts.
"Millennials are accustomed to attention and praise from their earliest days and expect regular affirmation in the workplace. They are also prepared to switch jobs earlier and more frequently than previous generations, so employers need to take particular steps to maintain Millennial engagement," said Rodney Mason, GVP of Marketing with Blackhawk Engagement Solutions,
Remember when continued employment and a steady paycheck was enough of a reward for a job well done? If you replied no, there’s a good chance you were born after 1982. If you’re shaking your head and proclaiming, “Hear, hear! Those were the good old days,” you’ve got the old right in that statement. Millennials will make up over 75% of the workforce by 2015. Take a look at your workforce, and understand that recognition must go beyond a paycheck nowadays!
Millennials don’t just expect recognition, they demand it. Work environments devoid of pathways for praise will find themselves with a revolving door. Millennials move more often than Gen Xers or Baby Boomers. If retention matters to your business, recognition should matter to you. Your goal should be slow down their pattern of switching jobs, show them a road to growth, and ensure that road is littered countless opportunities for small successes. Like it or not, this is your team and what matters is getting the most and best out of them, participation trophies and all!
Now that we’ve acknowledged that recognition is essential, you’re likely wondering, where do I start? Glad you asked. This article is the first in a short series on Employee Recognition and Rewards. As today’s title suggests, we’re going to start with a star. This simple system allows your entire staff to participate quickly and inexpensively in peer-to-peer and supervisor-to-staff recognition. It’s something we do here at GYM HQ.
- Start with a clipart created star form. You can see the one we use here in the picture. It was delivered through my doorway anonymously via paper airplane; a pretty sneaky delivery method with a note that brightened by afternoon.
- Explain the program to your staff and encourage them to give out as many stars as they’d like. They can give them to helpful teammates, overachievers, cheerleaders, or consistent performers. What matters is they give them.
- Place the star forms in an accessible area, like your breakroom, and keep the stack stocked.
- Ask your managers to champion the process by getting some stars out early.
- Encourage your team to display their stars at their desks/ cubes, on their lockers, or on your club bulletin board.
- Hold a monthly meeting where stars are shared with the entire group. We have a PowerPoint presentation on loop in our breakroom with the stars from the previous month included amongst the latest in news and announcements. This allows team members across all departments to see what their teammates are achieving.
- Give prizes! We do a monthly drawing. Every five stars turned in from the prior month gets a team member one ticket for our drawing. Winners (2) receive their choice of several prizes. Our current choices include gift cards, early leave days, and longer lunches.
It’s that simple. A stack of copied stars, some pixie dust from manager-driven participation to get things moving forward organically, and closure with additional rewards at the end of each month. You’re off to the races with your very own recognition program!
As a closing note, we tend to pick on millennials a lot. But admit it, EVERYONE likes to be told they’re doing a great job from time-to-time, even you!
The fitness industry is ALL about service first. While your facilities may boast the latest in advanced technology or the best in equipment, it’s your people and their interactions with your members that matter most. Today’s post looks at 12 key ingredients that must be included when creating your perfect formula for successful customer service.
1. Be friendly first. Service starts with a familiar person with a warm smile who offers welcoming words. Make sure the team members manning your front desk are service obsessed. Each member should be greeted (preferably by name) when they enter your club. This level of interaction should trickle down to every employee. It takes little effort to smile and say hello, and it makes a huge impact.
2. Attitude precedes service. Your team’s positive mental attitude is the basis for the way they act and treat members. Your team should carry a member first mentality into the club every day. “You become what you think.”
3. Your team’s first words set the tone. All encounters with members are theirs to control. Even a seemingly negative contact, like a service or billing complaint, can be turned positive by the way it’s handled. First words can either disarm or aggravate. If your team learns to see each interaction as an opportunity to win a member for life, it shifts the approach dramatically.
4. Know how to service in terms of the member. They don’t care what your situation is; they only care about their situation. So your billing system made a blunder, and they were billed twice, or the new janitor assigned by your cleaning service isn’t up to snuff, that’s not the member’s concern. What can YOU do to ensure they’re happy and your day-to-day business hiccups don’t impact them?
5. The member has lots of problems besides you, and may just be using you as a frustration vent. Don’t take it too personally if a member flies off the handle. Behind every seemingly minor complaint, there is real stress. Your team’s job is to serve as a stress reducer. After all, that’s why many people come to your club! Offer solutions, not excuses.
6. The member doesn’t want to hear why you can’t. Don’t tell them when or why you can’t; tell them when and why you can—enthusiastically! In every situation, there is something that can be done for the member, make that your team’s focus.
7. Recognize members for what they are, the lifeblood of your business and your team’s paycheck! You don’t pay your team’s salaries, your members do.
8. Don’t confuse company policy with customer service. Don’t quote policy or hide behind it. Policy is there as a guide, not a prescription for member success. Listen first, and then determine where the request fits into your standard procedure. If you adhere to your contract rules 100% of the time, you miss tremendous opportunities to win with your members. You may win the battle, but you’ll lose the war.
9. When a member walks away angry, it’s twelve-to-one they’ll leave forever or at least be leery. It takes 12 positive impressions to overcome a single negative one. In this day and age of social media, every interaction counts and has the possibility to impact far more than one member’s opinion of your business.
10. YOU are responsible, or it won’t get done. Individual responsibility leads to a happy member. No one likes to be passed off for help.
11. Take your job seriously, but don’t take their complaints personally. If you take it seriously, it’s you with them. If you take it personally, it’s you against them.
12. Teams are made up of individuals who work together and get their own jobs done. Never underestimate the impact of a single team member. If each link is strong, your entire chain will be secure.
If you embed these 12 values into your club’s culture, how can you lose? Would you be happy supporting a business with this outlook and attitude toward customers? Would you encourage friends and family to join you in your support? At its core, excellent customer service starts with the golden rule. Treat your members the way you would want to be treated.
Need help with member services? GYM HQ offers solutions designed specifically for fitness businesses. Contact us to learn more about how we can help with member requests and all of your back-office needs. Click on the “contact us” link, email firstname.lastname@example.org, or call 404-921-2269 today!
Two years ago, a great team out of Tulsa, Oklahoma joined our family of clients, Sky Fitness & Wellbeing. From our very first call with owners Jay Wagnon and Travis Wood, we knew we were in for treat! These guys truly "get" the fitness business. Each interaction is a pleasure and we look forward to continuing to support their business as it grows.
Sky Fitness & Wellbeing operates two high-end facilities in Tulsa, OK and recently opened a third location in Broken Arrow.
OUR MISSION: IT STEERS OUR ENERGY.
At every interaction, on every day, we go out of our way to provide an exceptional experience for every member.
Our mission, vision, and beliefs all share a common focus: to “Wow” our members. We want to surprise, thrill and inspire our members with truly exceptional service and we understand that an exceptional experience is not a goal, it’s an ongoing process.
We sat down with Travis Wood, Vice President of Operations, to learn more.
GHQ: How did you get started in the fitness industry?
TW: I started in the fitness industry almost 20 years ago in Fayetteville, AR. I started as an “opener” at the front desk and worked my way up through a myriad of positions including Member Service Manager, Program Director, and Asst General Manager. I took over as a General Manager at a facility in Ohio and moved on to Sky in Tulsa to become the Vice President of Operations in 2009.
GHQ: What are some of the biggest changes you’ve seen occur in the industry over the years?
TW: Obviously, the popularity of different modalities change almost yearly but, the number one thing that I’ve seen change in my career is the sheer amount of knowledge and education that the member is now coming into our facility with. They are performing exercises that would have been advanced for Private Trainers just a few years ago.
GHQ: Where did the Sky Fitness brand come from?
TW: As odd as it may sound, Sky was conceived from a combination of standards and frustration. One of the owners, Jay Wagnon, was working with a franchise and becoming increasingly dissatisfied with the lack of emphasis being put on the member “experience.” After a few months into the building process, Jay broke from the franchise and instead created a new brand – Sky Fitness & Wellbeing.
GHQ: And what does the Sky brand stand for?
TW: While I’m sure that every gym in the industry would like to think their employees make the difference because of their personalities, Sky focuses on being a piece of a bigger puzzle. We focus on creating what we call an “Exceptional Member Experience.” This is more of a holistic approach that goes beyond just a friendly smile. It includes education, the fitness offerings, nutrition, and stress management (Sky’s circle of success) in a setting that is clean and welcoming.
GHQ: What do you currently have in the pipeline for growth and expansion?
TW: We recently opened our third location in the Tulsa area and have plans to grow more in the near future. We’ve made the commitment that Sky will grow with an importance on quality, not quantity. We try to take a little extra time to make sure each location is not only profitable but set in the standards that helped create Sky. With the competitive landscape becoming more and more crowded, our focus is even more important.
GHQ: What have been the most challenging aspects of the business?
TW: The most challenging has been, is, and probably will continue to be the communication and execution of the brand ideals. It’s easy for us to spout what we’re about, but it’s becoming increasingly difficult to educate the public in this climate of “information overload”. Price and location are no longer the first two criteria from a prospective member, it’s now reputation and presentation. Of course, it’s also critical to never take your current membership for granted. Loyalty to a business is a fading ideal and we are constantly having to challenge ourselves to not accept the status quo and try to reinvent our offerings.
GHQ: How important are back-office functions for the business and why did you decide to partner with GYM HQ?
TW: Anyone that is in our industry that does not understand the importance of ‘back-office functions’ is basically on a list set for extinction. From HR to A/P to Payroll, today’s workforce will not tolerate anything less than uber-professionalism. This is exactly why we decided to partner withGYM HQ. The idea of keeping up with the ever-changing laws was daunting enough that we knew we needed an outside vendor that specialized in it. We looked at it like this; Our members expect a level of professionalism, knowledge, and expertise that they couldn’t obtain on their own so why would we differ in regards to our back office needs?
GHQ: What gems of advice would you like to share with others looking to own their own fitness business?
TW: Gems, huh? We’re still trying to figure it out as we go, but if I were asked what I’ve learned?
1. This is not a hobby or “passion project”, it’s a business. If you treat it any other way, you will get eaten alive.
2. The minute you stop advancing, you will be passed by someone who is. New classes, new equipment, and reinvention of your offerings are a day-to-day operation.
3. Many years ago when I was a novice to this business, I was lucky enough to have some important “nuggets” passed on to me by a trusted friend. None of these stuck with me more than the following: “Don’t f#@% with the money.” Trust is such a vital part of the relationship now, as soon as you create a crack it will explode into a rift. Be upfront with the dues, have open access to the billing history, and teach everyone on your team not to be scared about a member’s money. Money is not a “dirty little secret”, it’s the absolute core of any business and avoiding it or treating it like it’s not important is a recipe for disaster.
Learn more about Sky Fitness & Wellbeing by visiting their website.
Learn more about GYM HQ and the solutions we can provide for your business by requesting a discovery call email@example.com.
You’re happily growing your business—signing up new members and growing your draft—when bam, you see a negative amount show up on your remit or merchant statement. You didn’t provide this member with a refund, so what could this be? Meet the dreaded and largely misunderstood, chargeback. Unfortunately, this little hurdle is a part of running a business. And like most things in business and life, the more you know about it and the process behind it, the better off you’ll be.
Let’s start with the definition for a chargeback. A quick Google search provided this handy definition. “A demand by a credit-card provider for a retailer to make good the loss on a fraudulent or disputed transaction.” Simply put, it provides the consumer protection and a pathway for recovering charges that they don't believe are justified. So why do members chargeback payments? There is a litany of reasons. Perhaps they don’t believe they are getting the services they were promised. Maybe they think they’ve properly canceled their contract yet are still being charged. Possibly they want to cancel and are being held to the terms of their agreement (which you’re validly enforcing). Whatever the reason, when members initiate chargebacks, they’re basically saying, “I’m not going to take responsibility for paying this charge on my card because I don’t think it’s valid.”
HOW DOES THE CHARGEBACK PROCESS WORK?
The process begins when your member, the cardholder, “files a chargeback” – this means the cardholder notifies his or her bank of a transaction alleged to be in error. The cardholder’s bank (called the “issuing bank”) usually has its own internal process for pre-screening a disputed charge, and, if the issuing bank finds the charge to be valid, the cardholder will be charged. Typically, a processing fee is added. If, however, the issuing bank finds sufficient evidence to support the cardholder’s claim, it will open a file, notify the merchant’s bank of its findings, and temporarily re-credit any disputed funds to the cardholder’s account pending the outcome of the dispute. The merchant bank will then do its own investigation. As part of this process, the merchant bank may collect evidence in support of a disputed charge. Where the merchant bank deems the evidence collected as sufficient, it will present its findings, and the proof, to the issuing bank. If the issuing bank approves the merchant bank’s findings, the cardholder loses, and he or she will be liable for the charges and any associated fees. If, however, the issuing bank disagrees with the merchant bank’s findings, then the cardholder wins, and the recredited amounts will stick – the cardholder will not be liable for the charges.
HOW LONG DOES IT TAKE TO RESOLVE A CHARGEBACK?
Resolution of chargeback disputes can take anywhere from six weeks to six months. We generally see chargeback disputes resolved in about 45 to 60 days. This is a complex process that involves multiple parties; it’s not something that resolves quickly.
IS THERE ANYTHING I CAN DO TO BETTER MY CHANCES OF WINNING?
Glad you asked. Yes, there absolutely is. Keep in mind; the ability to defend yourself in a chargeback dispute will only be as good as the evidence you can present. And gathering that evidence starts at the club level. What you need, more than anything, is documentation which tends to prove the legitimacy of a charge. This could include:
▪ A signed and dated Membership Agreement, or PT Agreement, showing the cardholder as the “Buyer.”
▪ A written notice of cancellation signed and dated by the cardholder, detailing the reasons for cancellation.
▪ A checklist signed and dated by the cardholder showing receipt of legal agreements, or acknowledgment of key provisions.
▪ Email correspondence between you and the cardholder regarding the substance of the disputed transaction.
▪ The cardholder’s check-in history or PT session bookings log.
▪ Any notes in your club management system as it relates to a disputed transaction.
In addition, here are a few more best practices you can follow:
▪ The more you can resolve through customer service channels, the less likely it will be that you get hit with chargebacks. Take the time to properly train your customer service teams.
▪ Be thorough and complete in your approach to getting agreements signed. Make sure names are correct, payment terms are correct, and cancellation policies are clearly stated and adequately explained.
▪ Make sure the name on the credit card used by your member or client to pay for services matches the name on the agreement, whether as the “member” or the “buyer.”
▪ If you change your business practices in a way that materially changes your products or services, you should notify all members in advance of the change and, in some cases, get signed agreement modifications or new agreements altogether.
▪ Don’t load pictures (i.e., .jpg) of contracts to the system. What you need is the actual signed agreement as a PDF document.
▪ Please make sure all documentation is legible, and that there are no blank spaces in contracts.
▪ If you’re in a chargeback dispute, please respond to all requests for more information as quickly as possible. A delay could result in a missed deadline and a lost chargeback.
Chargebacks aren’t always fair, and the decisions made by the member’s issuing bank may not be just either. Remember, even when you do everything right, there is always a chance a member will chargeback a payment and win. In the end, you have to chalk these instances up to the cost of doing business. The goal is to limit the number of chargebacks you have to fight and when you do face a chargeback, to have a full arsenal of facts and documents at your disposal to fight it.
Don’t want to handle the chargeback process on your own? Find help. Several club management softwares offer solutions that will manage the chargeback process for you. ClubReady’s fully managed software and billing platform takes this burden off your shoulders and works to fight any disputed charges on your behalf. To learn more about this feature or the other solutions ClubReady offers, visit www.clubready.com. In addition to billing assistance, ClubReady can also assist with other core back-office functions such as accounting, payroll, HR, operations, and customer service through their professional service division, GYM HQ. Learn more about GYM HQ at www.gymhq.club.
What a difference a year makes.
Last January I put together a list of the top 10 mistakes gym owners make to kick off the new year. While the vast majority of the items on this list still ring very true (you should review all 10 here), we find ourselves heading into 2018 with several very new areas of focus to add to this list. Here is what’s trending for 2018.
In 2017 more and more states adopted a ban on previous salary questions on applications and during job interviews. This trend is likely to continue this year. The intent is to eliminate the influence of gender and race on the wage-setting practices of businesses. According to the Institute for Women’s Policy Research, “Women are almost half of the workforce. They are the sole or co-breadwinners in half of American families with children. They receive more college and graduate degrees than men. Yet, on average, women continue to earn considerably less than men. In 2015, female full-time, year-round workers made only 80 cents for every dollar earned by men, a gender wage gap of 20 percent.
Women, on average, earn less than men in nearly every single occupation for which there is sufficient earnings data for both men and women to calculate an earnings ratio. In middle-skill occupations, workers in jobs mainly done by women earn only 66 percent of workers in jobs mainly done by men. IWPR’s report on sex and race discrimination in the workplace shows that outright discrimination in pay, hiring, or promotions continues to be a significant feature of working life.” This disparity in pay is still very prevalent for minorities as well. It will take the next 44 years for women to reach pay equality, but Hispanic women will have to wait another 215 years and black women another 106 years based on IWPR’s research.
Other trends emerging in this arena are blind hiring and pay transparency initiatives. Many companies are employing techniques that anonymize or “blind” demographic information for a candidate during the initial screening process. Pay transparency policies are becoming increasingly popular and more businesses (e.g., Google, Whole Foods, and Buffer) have begun to display salary info next to job postings or even lifting the lid on what employees within the company earn. This practice pushes businesses to do a better job explaining how pay rates are set.
Paid Sick & Family Leave
Several years ago only a few states had mandated paid leave specific to personal time for illness or family care. This is changing. Eight states and Washington D.C. currently require paid sick leave (AZ, CA, CT, MA, OR, RI, VT, WA, and DC). Moreover, five states and DC have paid family leave (CA, NJ, WA, NY, RI, and DC). 2018 will likely bring additional states to the table, and there is growing pressure to refine and implement a national program.
Employers should be mindful of changes in their state’s requirements and ensure, where required, proper accruals and tracking are in place for their employees. Failure to comply can come with stiff penalties.
Sexual Harassment Training
Unless you’ve been under a rock for the last several months, you have undoubtedly already recognized that ensuring a safe and harassment-free work environment for ALL team members is more important than it has ever been. From a risk management perspective, ensuring you have a comprehensive sexual harassment policy in place is imperative. However, having a policy in your handbook is not enough. Training of management and all staff on a consistent basis takes the necessary next step to ensure your team is well-versed in your policy, and your management team is capable of properly tackling issues as they arise. Policy is all but useless without buy-in from your team and consistent application by your managers. Not only is this the smart thing to do, any owner worth their salt should see the importance of their team feeling safe and comfortable while performing their job duties.
The fitness industry has a somewhat spotty track record and a tendency to lag behind other sectores when it comes to the adoption of technology. It is incredible to me how many clubs are still utilizing paper agreements! However, the tide is turning, and even in our industry automation and paperless everything is becoming the norm. With better tech solutions available, we find ourselves faced with a new dilemma, ensuring our members’ data remains private and safe. Data security breaches are becoming more commonplace even at seemingly well-protected organizations (see the Equifax debacle), and legislation is rapidly being written to combat this issue and force companies to take additional protective measures. A recent example of this type legislation is the EU’s General Data Protection Regulation (GDPR) which goes into effect May 2018. Even if your business is 100% US-based, the GDPR may still affect you. Say you sell a temporary pass or membership to an EU citizen; you may be held accountable for complying with the GDPR rules. These include provisions on encryption of data, tighter definitions of consent, and a broader view of what constitutes personal data. It even codifies a “right to be forgotten” so individuals can ask a business to delete their data.
While there are still many questions surrounding this new law and its application for US businesses, it is certainly worth a place on this list and your radar for early this year. As with most regulations, failure to comply carries massive penalties.
The most important thing to remember is that the climate is ever-changing when you own a business. Having a solid back-office team in place and having access to expects is vitally important. When the stakes are so high, there is no room for guessing. Have a safe and prosperous 2018!
Twas the night before Christmas, and all through the gym,
Memberships weren’t selling, and margins were thin.
Year-end deadlines were looming in the cold winter air,
In hopes that miracle revenue soon would appear.
You know the old poem. And hopefully, the above scenario doesn’t apply to you. Perhaps you are swimming in the black and 2017 has been a banner year. Or maybe you’re hoping 2018 will be your year. Whatever your scenario, we’d be remiss if we didn’t provide you with an annual list for contemplation. After all, we’re fast approaching the month of months for lists, goals, and positive change. While we can still hear sleigh bells, let’s close out 2017 with one final, holiday-themed, post. Here are is our list of five things that will land you on Santa’s naughty list.
Not Paying Your Taxes or Paying Them Late
This one seems like a no-brainer, but you’d be surprised how often we’ve had to intervene to assist an owner in resolving taxes that haven’t been filed or paid. Most of the time the misstep isn’t willful, but the state and federal governments aren’t very forgiving of even the most innocent of mistakes. Late payment penalties and interest really rack up! For example, say you file your federal business taxes three months after the April 15th deadline. Your penalty would be five percent of the unpaid taxes for each month or part of a month your tax return is late. If your gym owed taxes of $30,000, your fine would be $4,500! Remember, each state also has their naughty list fines.
The worst idea for solving for a cash shortage is to delay paying the IRS the employees’ withholding amounts from payroll. Unfortunately, we’ve seen this before after taking over the back-office for a business. They were never able to get ahead of the sins of their past and ended up closing their business. What’s worse than shutting your doors? Dealing with the IRS for the foreseeable future. This is a big no-no that can cost an owner their personal assets and often carries criminal sanctions.
Employee Misclassification, Independent Contractors
We get it; the urge to pay out wages via the much loved and regularly abused 1099 is real. After all, you save on employer taxes, and there are no pesky state and federal quarterly reports to file. Heck, you don’t even need to use payroll software! But 99% of the time this is a great way to find yourself on the wrong side of the IRS and state. Very, very rarely are you ever legally justified in paying your team anything other than W2 wages. See our previous article on this. The fines are stiff and criminal charges can apply.
Employee Misclassification, Exempt vs. Non-Exempt
The guidelines on who may be compensated via salary and not track time are fairly ironclad. Be careful here, or you’ll find yourself faced with the gift of a wage claim lawsuit. It’s the gift that keeps on giving (hire a lawyer) and giving (rack up a healthy legal bill) and giving (pay out a huge settlement or judgment). Read more on employee classification here.
Incurring a Ton of Debt with the Hope of Future Revenue
The tried and true advice to never to count your eggs before they hatch is timeless financial wisdom.
So is the exercise of prudence when it comes to credit cards and lines of credit. While using credit cards responsibly is a normal business practice, it also exposes you to the risk of deep debt if mismanaged.
Because credit cards are so convenient to use, many new business owners fail to see that they're compounding their expenses and incurring interest charges every time they leverage their credit line and don't pay off the full balance each month. See more big money mistakes like this here.
Trying to Do It All
The greatest mistake business owners make is believing they can do it all by themselves. While you can do almost everything, you end up doing almost everything poorly. Just like any other person, you likely have one or two natural talents. As an entrepreneur, it is your job to identify those talents and focus on them to your fullest. Surround yourself with people who are strong where your talents are weakest. Great companies are built on the foundation of exploiting a few strengths, not on trying to be masters of everything.
Need some help? What’s on your help wish list this holiday season? Now is the time to make a change for 2018. GYM HQ can take many necessary, but very time-consuming tasks off your hands next year. Imagine having payroll, accounting (from all your financial reports to payables), business registrations, HR documentation and compliance, member issue resolution and late membership dues management all taken care of by your new back-office, GYM HQ! We can be here for all of that and much more—like making sure you don’t make any of the mistakes on this list! Visit our site today to learn more!