Will they stay or will they go: cost-effective ways to keep your staff engaged

Many leisure centre operators are struggling to deal with the one-two punch of a tight labour market and an increased demand for services as Covid-19 restrictions fade away.

Staff shortages are a major headache, and a key question in the leisure industry is how to retain staff and create a workplace environment that keeps staff happy and motivated.

Money can be an important deciding factor for staff considering whether to stick around or move elsewhere, but it’s not the only available incentive to keep staff satisfied.

Here are five incentives to retain staff that can be more powerful in the long run than simply the lure of a better pay packet:

  1. TEAM CULTURE

Team culture is an invisible force that can magnify a team’s performance far beyond the sum of its parts. Team culture can be difficult to quantify but workplaces that get it right quickly discover it can play a crucial role in keeping staff happy and motivated at work.

The value of team culture becomes clear only when a lack of it contributes to an exodus of staff or creates performance issues. Many mental skills coaches regard team culture as being one of the key indicators of team performance – whether the team is an international rugby team, or a team of lifeguards at a swimming pool.

So what can leisure centre operators do to improve team culture? Firstly, they should lead by example and demonstrate trust, accountability and respect. Secondly, they should encourage an environment where constructive feedback can be listened to respectfully, considered properly, and acted on where necessary. Thirdly, they should ensure staff are treated with respect.

A common complaint from demoralised staff is that they’re fed up with being treated like a number, rather than a person. If staff don’t feel that their needs are being cared for, how can they be expected to care about the requirements of their job?

Team building events should be viewed as a valuable investment in team culture and not just a nice-to-have distraction from everyday work. And team building events don’t have to be expensive – drafting in a yoga teacher for a fun lunch-time session doesn’t cost the world.

Importantly, a high quality team culture can be a big drawcard for potential employees who are looking for employers who will value what they can bring to a role.

  1. RECOGNITION

The feeling of being valued and recognised is as important now as it was in prehistoric times when a stone age hunter might have been working to improve his or her key mammoth hunt performance indicators.

The delivery of a well-crafted piece of recognition, especially in a way that is visible to a staff member’s peers, can make them feel that their efforts are valued and recognised.

This can be particularly effective if the compliment is delivered in the context of an employee of the month award or at a team meeting, and coupled with a token of appreciation such as a supermarket voucher or an extra half day’s leave.

Such actions may seem small, but in terms of making staff feel like they are valued for their efforts, the results can be significant.

  1. PERSONAL DEVELOPMENT

Who would want to do the same job all the time with no variation? The opportunity to develop new skills or try out new responsibilities can make staff feel like they are growing and developing. And giving staff some autonomy in their own development allows them to feel invested in their future.

Development resources don’t have to be external – senior or more experienced staff may relish the opportunity to showcase their skills by putting together an upskill session for their colleagues. This could be as simple as a handstand workshop at a gym, or a communication skills workshop to help staff deal with difficult customers.

  1. MENTORING

It’s key that managers make time to regularly catch up with staff, listen to what’s going on with them, make sure they feel supported and that their development needs are met.

Regular monthly one-on-one meetings can provide vital insights and help maintain staff morale. It’s  better to identify and tackle issues that cause staff dissatisfaction while they are relatively minor rather than being surprised by them during an exit interview.

  1. SHARED SUCCESS

For staff to feel valued it’s essential they feel they’re involved with the success of the organisation they work for.

Could you run an innovation competition asking for suggestions from staff on how to reduce costs or improve services? If there’s an annual budget for team building events, why not ask staff for their ideas on the best way to spend it? And rather than assuming the best ways to recognise staff, how about asking them what they think works best? When staff are personally invested in their work they tend to do the best job they can.

Sir Richard Branson said: “train employees well enough so they can leave, but treat them well enough so they don’t want to.”

Money talks, but only so loud. If leisure centre operators ensure their staff feel listened to, valued, and cared for, they can expect to keep staff happier, for longer. The cost might not be measured in dollars, yet investment in time and effort to nurture team culture, recognise and develop staff, and harness staff input can reap rich rewards.