Human Resource Management
When it comes to Human Resource Management, things tend to get a tad bit trickier considering how the HR department’s entire job is to maintain the upkeep of the people to ensure the upkeep of the facility is being done. That being said, there are a few factors the HR department needs to consider before they can perfectly say that have done the best HR planning for the sports complex. For starters they need to make sure there are enough people doing the work and the maintenance of the facility is going as planned. Secondly, they need to make sure that all these people know what they are doing. Surely some workers will be used for pure maintenance purposes, whilst some people will be used for their sports backgrounds, and some may be used for their management and administrative skills. All these are different factors that need to be considered before quality control is insured (Powell, et al.).
Below, one can see an organizational chart designed as a prototype for this facility:
As it can be seen, the facility will follow a top down management system. There will be a CEO and directly underneath the CEO will be the general manager who will manage other specific departmental managers including the HR manager. All these managers will manage their own departments. As it can be seen in the organizational there have been designated workers already implanted in the system. Therefore, it can safely be said that there will be enough professional activity related workers for each of the facility. However, in terms of raw cleaning and maintenance as mentioned in the organizational chart, there will be a cleaning staff. This is where a lot of workers would be needed (Compton).
The HR department will need to ensure that everyone is doing their jobs and their jobs are being rotated properly so that every facility is being taken care off in terms of the cleaning staff. For the personal staff per facility it will be different. It will involve people like personal trainers, etc. These workers will be provided in order to help the people who come to the sports complex. Their job will be to ensure that the learners coming to the facility are being well taken care off. This means that not only do the personal trainers have to guide them, but they need to ensure that the equipment is being used properly as to not harm the learner or the equipment itself.
A security team will also be needed. This can be estimated that for the outdoor facility 2-3 guards can be rotated. One guard for the outdoor facility per day and 2 per night. This is because in the day there will be many workers already going about the outdoor facilities such as the maintenance staff as well as the personalized workers for the facilities. But at night there will be no one so 2 guards will need to circle around 4 facilities. In terms of indoors, there will be many facilities so more guards will be needed. 2 will be needed in the day time to circle around ensuring safety of the facility. 3 will be needed at night to ensure that the facility is safer at night. As mentioned before, it is safer in the day time as many other staff members will be around and therefore night is the more important factor to focus on here. Therefore, a total of about 8 guards will be needed to ensure the safety of everyone and everything.
There will be a small daily report, and a medium weekly report policy implemented for all the members of the staff where they have to explain whether or not they finished the tasks given to them at the beginning of the week or generally by their supervisor. If they did not do something or do something other than what they were meant to, it will be in the report for the managers to see in case of issues. Both incentive and penalty programs will be implemented. If workers help out more they get more incentive, if they did something nice and extraordinary then they will receive more of an incentive. However, if they failed to do some bits of the core parts of their jobs then they will be penalized. If there are a number of complaints about them then they will be interviewed by the HR department.
Since this is a high class large facility. All the workers who are coming here will need to show that they at least have some sort of experience in the field they are applying for. Even maintenance and cleaning staff needs to know how to handle equipment and clean them. HR will also try to provide training services and do various spot checks randomly to ensure everything is going well. For personalized trainers and workers, the bar will be set very high.
The interview procedure will be a physical test ensuring the applicants are able to perform in their field of work that they are applying for. There will also be a performance review every 3-6 months at random which will determine which employees are or are not doing their jobs. This where the penalizing and incentive programs will take part.
These are the necessary steps theorized to be taken in the facility by the HR department to ensure that the workers will be doing a good job. This will also ensure quality control.
In terms of policies. All the workers have to be nice to the people entering the facility. Workers who are personalized for the activities and have to deal with the customers directly need to have a friendly persona to ensure the retention rate of the customers (Bowen). There will also be all the general policies to ensure no workplace harassment, inequality, or other negative factors take place. All the workers have to work nicely with themselves and each other.
This concludes the HR departmental review of this upcoming facility. If all these factors are taken in and regularly as well as thoroughly emphasized by the HR department, the facility should have a good human management system which will ensure the proper care of the facility.
SPORT FACILITY MAINTENANCE PROGRAM
In terms of maintenance, it can be divided into two different parts. There is a routine preventive management plan which will ensure that the equipment gets used properly and does not break.
In order to keep the facility in great conditions and allow it to perform at a high quality, our facility will comply with the highest standard. With a preventing maintenance, the fitness facility can be a safe and productive environment for all members.
Not all surfacing requires the same cleaning process and maintenance carried out. Each surface has to be treated individually and have a unique plan.
TENNIS COURTS/PADDLE courts maintenance
Tennis/paddle courts maintained by a professional tennis court contractor
Type of surface: Hard surfaces Asphalt (Low maintenance cost and long durability)
I - Short-term maintenance:
Check surfaces after play (everyday)
Removal of dirt and debris on the field (weekly)
II- Long Term Maintenance and upkeep
Pressure cleaning
Court should be pressure cleaned to remove built up of dirt, mold and mildew etc. The tennis court cleaning solution, soft brush, and moderate pressure to rinse the court usually takes care of dingy surfaces. If you do decide to pressure wash your tennis court, be very careful and keep the PSI low to prevent damage to the color coatings.
Resurfacing
Courts repainting and new line paint
Crack repairs
III – Damage prevention (signs throughout courts areas with court “rules”)
Use only non-marking tennis shoes on court surfaces
No chewing-gum food or non-water drinks on court-surfaces
Swimming pool Preventive maintenance:
The maintenance manager will make sure to follow
WEEKLY
Feed the pool with chlorine or other sanitizer to satisfy its requirements either manually or automatically.
Visually inspect pool water for clarity, color and visible contaminants
Test and adjust pH (Don’t correct your pH more than once a week)
Multipurpose rooms: Cardio /weight room/ Equipment/Dance studios/Cycling room area preventive maintenance
In order to keep a sport facility operating smoothly and efficiently, one of the most important responsibilities is the preventive maintenance of the equipment and cleanliness of the fitness center. Preventive maintenance is essential to keep fitness center safe and is designed to keep equipment working safely and efficiently. Clean equipment prevents the spread of communicable illnesses through viruses and bacteria and makes the fitness center a pleasant experience for all members.
Our fitness center will implement a routine preventive program in order to:
Minimize equipment downtime by identifying problems before they occur.
Safety issues
Extend the life of equipment
MULTIPLE TIMES/DAY:
Clean equipment every day.
Wipe down with clean rag and water-based disinfectant all mats, seats, benches, cardio consoles and pads.
Post signs throughout the fitness center requesting members to wipe equipment after use.
Provide paper towels with water based solution dispenser throughout the facility.
Constant supply of clean towels available to all members to ensure equipment cleanliness.
WEEKLY:
Check all equipment for wear
Identify worn or broken equipment.
Check machine and bench pads for tears and cracks
Examine cables for tears.
Check fixed barbells and dumbbells to make sure the weights are securely attached.
Immediately report Malfunctioning Units to maintenance to technician to fix or replace any equipment that presents a safety hazard.
MONTHLY:
Oil Machines
Spray silicone in a clean rag, apply it to weight racks and ensure it can move freely. Check oil reservoir for self-lubricating machines (generally most cardiovascular machines)
Purchasing a service contract from equipment manufacturer or local Vendor.
Water Areas
The water area is one of the major area in the sport facility that will require high quality management. The water areas will require regular inspection as well as upgrading the facilities based on the requirements to keep it a great zone for the members to enjoy the time. It will be essential to ensure that the person joining are getting good experience in swimming class and unforgettable experience in the Spa.
Daily Maintenance:
Cleaning the area of swimming pool and Spa in some interval.
Checking the water flow in the swimming pool, use of required elements to keep the pool usable.
Weekly Maintenance:
Inspecting the swimming pool water supply and make sure it is working properly.
Checking all required materials of Spa and the area used for the activity.
Monthly Maintenance:
Shut down the swimming pool for few hours to empty it and inspect it before filling it up with water.
Checking and replacing required materials in the Spa.
Dressing Rooms, Lobby, reception and administrative areas
This are the front line of the sport facility and it must be maintained strictly. The lobby must be decorated properly with recent promotions, events and other beauty enhancing materials. The reception should also be well maintained to make sure the users are satisfied. The dressing rooms will remain neat and clean all the time for the customers.
Daily maintenance:
Clean the common areas and dressing room.
Check daily outcome and check for all log files.
Weekly Maintenance:
Update the promotional materials in the lobby.
In terms of estimated repairs, it can be said that there will be a less than 50% chance that sometimes the equipment will break. This will need money to repair the equipment to ensure that everything is repaired and back to normal. If the daily, weekly, and monthly repair does not go well, it will be almost imperative that the repair that is done will ensure that the mistake will not be made again and it will make the life of the equipment much longer (Raut, & Laukik). However, this will only be needed when the management plan above is not done properly. The management plan above will not be done properly if and only if the HR department procedures fail and the workers do not do their job properly.
Therefore, the chances of that are low but it is also unknown which machine will break and what it will cost to break it. This is why a proper budgeting system will be needed and a small amount of money should be set aside as emergency repair money. If one year no damage has been done or repair money is left, it can be added to the next year’s repair budget.
Works Cited
Bowen, David E. "Market-focused HRM in service organizations: Satisfying internal and external customers." Journal of Market-Focused Management 1.1 (1996): 31-47.
Crompton, John L. "Economic impact analysis of sports facilities and events: Eleven sources of misapplication." Journal of sport management 9.1 (1995): 14-35.
Powell, Martin, et al. "Staff satisfaction and organisational performance: evidence from a longitudinal secondary analysis of the NHS staff survey and outcome data." (2014).
Raut, Sumit P., and Laukik P. Raut. "Implementing total quality management to improve facilities and resources of departments in engineering institute." International Journal of Engineering Research and Applications. 4 (1) 342 349 (2014).
