How workplace culture can adapt to solve the labour shortage

by jason_cramp | June 22, 2018 1:37 pm

By Rose M. Lyda, MPA

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Commonly shared across the labour market, the pool industry is faced with a mounting challenge: the need to evolve for the next generation of workforce development. Facility managers and aquatic directors, service companies and retailers, pool builders, designers, and engineers alike say it has become increasingly difficult to attract and retain young people to the pool and spa industry. It seems a new breed of workforce is evolving, with unique expectations of the workplace. In response, adaptive employers are nurturing workplace culture to attract new recruits.

Compared to previous generations, this new age of workforce is no longer as interested in having a job, per se, as in having a purpose and making an impact. Their engagement at work is less about collecting a paycheque and climbing the ranks than about personal growth and making a difference. Gallup research similarly reports today’s employees expect “job clarity and priorities, ongoing feedback and communication, opportunities to learn and grow, and accountability.”[2]

Rather than working for a boss, employees are more often looking for a coach to help them grow in their personal and professional development.

Listening to the needs of employers from various segments of the industry, paralleled by the expectations of their potential workforce, a remedy emerges. Despite knowing the pool industry can be stressful and involve physically demanding work, many employers find their staff takes confidence and dives deeper when provided with the tools to succeed. Not easily accomplished, but achievable, the following employers and employees demonstrate the potential of a culture shift in attracting and retaining top talent.

Setting clear expectations

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The inherent risk surrounding pools, as well as the public’s perception of aquatic workers, can pose a hiring challenge for aquatic facilities. Students and young workers often feel the pressure of the job is not worth the small hourly wage they earn.

Cassie Mae Honey, assistant director for aquatic operations at Texas A&M University, understands the stress her staff is under, and the impact it has on the ability to retain them. She manages the strain by setting reasonable and clearly defined expectations for her staff and then working within the boundaries of those expectations.

These expectations are first outlined in the job announcement so potential candidates can decide right from the get-go whether becoming an aquatic professional is an appropriate career choice. When choosing the correct candidate, Honey looks not only at their physical skills, but also at the diverse background and experience the person would contribute to strengthen her team. Having staff members with various backgrounds fosters new ideas and contributions that can make a team stronger and well-balanced. This diversity also helps improve overall resilience among staff when faced with the inevitable stresses of the job.

As the university is an educational institution, Honey is able to focus on providing leadership opportunities, teaching transferable skills, and setting learning outcomes for positions. This emphasis on student development is a determining factor for student workers who stick with the position for several years. These workers experience quantified growth that is tailored to each individual through set learning outcomes, guided reflection, and performance evaluation.

“We contend with workforce challenges by setting clear and reasonable expectations, assembling diverse teams, and promoting professional development for our aquatic workers,” says Honey, who acknowledges the aquatics industry is under-staffed, but embraces the challenge.

Working for a purpose

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Like many employees, Thomas Rockwood, the pool manager for Honey, views his job as an extension of himself and wants to create an impact that extends beyond his personal role at work or daily duties. Even at 14, Rockwood was looking to make a mark. At first, he was simply a teenager looking for someone that would hire him at a young age.

“Lucky for me, my local pool was hiring an assistant swim instructor for their preschool swim lessons program. At the time, I saw it as glorified babysitting in the water,” says Rockwood. “At 14, I could not wait to be 16 so I could sit in the lifeguard chair, watch other 14-year-olds teach toddlers how to blow bubbles in the pool…and do a job that mattered, make an impact, and serve my community.”

At 16, he was old enough to get a job anywhere, but was still looking to fulfil this sense of purpose. Rockwood invested $200 of his summer savings to achieve his goal of becoming a lifeguard. Once he turned 18 and moved away for college, he was still insistent about having an impactful job with more responsibility.

“I still worked in the aquatic industry in a lifeguarding role, but I noticed I could not only have an impact on the patrons at my pool, but also on my co-workers,” he says. “That is when I began to take steps to transition out of lifeguarding and into more managerial roles.”

Since making the transition into aquatics management almost four years ago, Rockwood has had the opportunity to wear many hats within an aquatic facility, whereby overcoming challenges, and developing himself, as well as others. Throughout his progression, he has been tempted to take jobs in other fields simply because their entry-level positions paid more than his management role, not to mention the reduction in stress that would accompany the increase in pay. However, he made the decision to stay.

“I did not take up the other, more lucrative, less stressful opportunities because I enjoyed the people I worked with and found happiness in developing my employees.”

Promoting strengths

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The seasonality of the pool industry adds another layer of complexity to workforce retention. Staff gear up to work hard for a few months of the year and then scale back during other times. At Proper pH Pools, owned by Bob and Shira Barzilay, some of its core staff has been with the company for 18 years because they feel valued and enjoy the work. In fact, two of the company’s top employees started as a receptionist and pool cleaner, respectively, and worked their way up.

According to these employees, growth was not always easy, but they embraced the training offered to them over the years as they took on new responsibilities each year. There were times when they needed to be pushed a little harder, such as when they lost confidence, but they always trusted the Barzilays’ intentions and chose growth. As for the company’s other staff members, with these two employees serving as leaders of the organization, the rest of the team sees the possibility and opportunity available to each of them.

Knowing the new workplace culture is strengths-based, the Barzilays capitalize on their team’s ability to take initiative, follow directions, communicate, maintain flexibility, and support teamwork.

“The culture of our company is to focus on each individual’s strengths rather than weaknesses,” says Bob Barzilay. “We know today’s workforce measures success by setting and achieving goals, and that every employee is unique and different. When an employee shows an interest or strength in a specific area, we help cultivate this in any way we can. We help our employees set goals based on what they want and where they want to go.”

When it comes to training, the Barzilays do not worry about staff taking advantage of the educational opportunities to become their competition.

“We believe education delivers mutually beneficial growth for the industry,” says Bob Barzilay. “Even if they choose to work elsewhere, or for themselves, at least they will be doing things correctly and representing the industry as a professional.”

Finding value

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Ursula Kristofich, chief of operations for Proper pH Pools, had always made it a priority to maintain a strong work ethic and, as a young adult with a few years of office management under her belt, she began searching for her next job. Kristofich was offered two positions with similar pay and benefits: one in the office of a large food service business, and the other in the office of a growing family-owned pool company. When weighing her options, she considered the differences in the interviews, interviewers, company ethics and goals, as well as the option to learn.

“My interview with Proper pH Pools was unlike any other,” she says. “I could hear and feel the passion for the company throughout our meeting, and not just a passion for pools—we actually spoke very little about pools.”

After her hire, every time she saw the owners, and by extension the company, practicing and implementing the highest business ethics in the hardest situations, her respect, dedication, and loyalty to the organization grew.

Although she was not initially passionate about pools, her interest and excitement in the industry grew through creating refined systems, resolving problems, increasing efficiency, and developing creative functionality. Kristofich was provided with space and freedom to suggest and implement new systems and ideas, and knew her suggestions would be taken into consideration and applied if they fit the needs of the company, its clients, and fellow employees. Based on her interests and strengths, she was awarded new responsibilities, privileges and benefits, and was encouraged to take classes, attend trade shows, ask questions, and challenge her own limitations.

According to Kristofich, one of the main reasons for having worked towards long-term employment with Proper pH Pools is because she knows she is valued as a person and a team member. This is not only evident by pay increases, as Kristofich sees value in the opportunities she is provided, in the way her personal needs are treated with consideration and understanding, and in the scheduling flexibility she’s given for life situations. She has been offered access to financial management, as well as health and wellness benefits, all of which enable her to set and meet goals.

“Knowing the company is just as invested in my success as I am is incredibly motivating,” she says. “I know I work hard for a company that works just as hard for me, and at the end of the day that feels good.”

Identifying potential

With so much responsibility on the shoulders of pool building companies, naturally they are looking for competent staff to provide the necessary support. It is a common assumption workers with construction backgrounds are best suited for this type of job. While it is certainly favourable, says Bill Drakeley, principal and founder of Drakeley Pool Company, it is far more important to find someone who is coachable and has the right temperament and aptitude. It is more beneficial to identify potential. For instance, someone who can rise into the position, as opposed to one who has had direct experience in pool construction.

In fact, Drakeley believes it is better to source new staff members without field-specific experience because employers avoid having to eliminate bad habits or methods that do not work with the company’s philosophy and procedures.

For example, Drakeley has worked with his current foreperson for more than 25 years. Although this crew member joined the company 15 years ago, this individual has worked in every phase of the construction process, which is an important asset for anyone in this role. As it takes years to gain the necessary acumen, it is crucial to have a line of succession in which there are others in the pipeline learning the details of pool construction. Each day on the jobsite, and with proper coaching, key crew members are becoming more prepared to one day take up a leadership position.

Perhaps tougher than finding capable staff members who meet these qualifications is keeping them onboard. Pool builders often express concern about training employees only to have them leave the business and go out on their own and become competitors.

“My experience has taught me this is not necessarily a huge concern if you do a couple of things right,” says Drakeley.

First, leaders are important and hard to find so they need to be paid a higher rate or salary with regular increases (when possible), that reflects his/her value to the company, he says. Second, a generous benefits package and personal use of company equipment, as needed, are also important measures in letting top employees know they are valued.

“These considerations often result in each staff member becoming an invaluable partner to the employer, and the backbone of the business, rather than becoming a source of worry,” says Drakeley.

Following excellence

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Kerri Allmer, the office manager for Drakeley Pool Company, reflects on her own experience of transitioning from her 10-year tenure at a software company to her new endeavor in the pool industry.

“I was not sure what line of work I was looking for, but I did know what type of work environment I was seeking,” says Allmer. “As someone who had dedicated a decade to a fast-growing and innovative organization, I knew the best companies benefit from a team of people who are ‘in it for the long haul.’”

Finding a pool business with a staff that had been with the company since its inception almost 20 years ago was a huge selling point. This level of retention indicated the team believed in what they were doing, enjoyed their work, and were appreciated by management. This mutual respect was also apparent by the fact all of the company’s team members were featured on the firm’s website, not just the management team.

At Drakeley, a two-way line of communication between management and employees fosters a deeper understanding of the company’s goals and the expectations of its staff, and allows employees to provide invaluable feedback to management regarding their daily tasks, issues they see, and ideas for growth. This culture of open communication provides a diverse perspective for management, and allows all team members to feel as though they have a voice and their input is important and appreciated.

Drakeley’s involvement in the industry, both pool and concrete, was another major selling point for Allmer. His commitment was evident in the dedication to his craft, as well as his passion for the work. That dedication and passion has been infectious to staff and cultivated a positive, enthusiastic environment. As time has progressed, Allmer has continued to be exceptionally proud to be a part of this team. Although Allmer has only been with the company for approximately two years, she plans to be there for many more.

“The company’s investment in its employees through education and training develops confidence and an increased appreciation for the product we are selling and building,” she says. “This builds enthusiasm and pride in what I’m doing on a daily basis.”

In review

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As evidenced in the pool industry, and in the labour market at large, the workforce is evolving and presenting an opportunity for the workplace to adapt. While today’s workforce challenge may seem daunting and unique to the pool industry, these aquatics directors, pool building firms, and service company owners view the hiring challenge as an opportunity. Their approach is enabling employees at all levels, and from all segments of the market, to achieve their career aspirations, in spite of the seasonality and stresses that are common to the industry.

Successful employers are adapting their workplace culture to resonate with today’s workforce. They are coaching staff to personal and professional growth, and focusing on building strengths through education. By communicating priorities clearly and valuing staff input, they are creating an atmosphere of transparency. Most importantly, these industry employers are offering their staff members a sense of ownership and the opportunity to engage in the business in a meaningful way that fulfils their desire to make a difference. Together, the industry culture is evolving and creating a solution to provide for the next generation of the industry’s workforce.

[9]Rose M. Lyda, MPA, has been a swimmer her whole life, for health and recreation, and as a swim instructor and lifeguard she has developed a great appreciation for aquatic safety. An elementary teacher by education, she has taught in Oregon, Oklahoma, and Moscow, Russia. Subsequently earning a master of public administration, Lyda is engaged civically in the local Colorado Springs, Colo., community in the non-profit, private, and public sectors. The combination of her education and experience gets put to daily use in directing the marketing and product development of the National Swimming Pool Foundation (NSPF). She can be reached via e-mail at rose.lyda@nspf.org[10].

Source URL: https://www.poolspamarketing.com/trade/features/expert-advice/workplace-culture-can-solve-labour-shortage/

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