Next year’s recruitment starts with this year’s retention
While much of the recruitment process involves work to bring lifeguard candidates to a facility, operators should not forget about the team they already have on staff. The philosophy of retaining staff is just as important (if not more) than the philosophy of recruiting. In fact, the ability to keep lifeguards on staff proves to be more beneficial than the ability to recruit new people.
While operators will spend a lot of time between November and April recruiting, they need to spend a substantial amount of time between May and September retaining. No matter how hard an operator works to keep his/her entire lifeguard team from one season to the next, it will never result in 100 per cent retention due to the volatile nature of seasonal employment, those leaving for college, or taking a job elsewhere. That said, if a facility operator can keep his/her retention rates in the 70 to 80 per cent range, this significantly reduces the number of new lifeguards they need to recruit. It also increases operational efficiency and safety, as second- and third-year lifeguards with hundreds of hours of experience are not being replaced with new staff.
The topic of retention drives the question, how should a facility operator go about retaining his/her lifeguard team? While one can spend hours only scratching the surface of this question, the following are five simple ways a facility operator can interact with his/her team on a daily basis throughout the season (or year):
- The desire to be known;
- The desire to be cared about;
- The desire to fit in;
- The desire to make an impact; and
- The desire to get paid.
Any employee, especially a lifeguard between the age of 16 and 24, has the desire to be known by his/her supervisor(s). It may sound silly to say an aquatics supervisor should know everyone’s name on his/her lifeguard team, but apparently this still is not status quo within the aquatics industry. That said, knowing individual names is important, but it is also essential to get to know each member of the team on a personal level, too. Facility operators should take the time to find out where they go to school, what types of activities they are involved in, etc. This goes a long way in helping them identify with the operator and building a relationship.
Facility operators can show the lifeguard team they care by being approachable and available to listen to problems. While the majority of them will be in their formidable years, this does not exclude one from caring about any older employees on staff. Team members want a supervisor who presents himself/herself as being easily approachable and always willing to listen.
Lifeguards also have an innate desire to fit in and be a part of a team. Therefore, providing an atmosphere where they have value in the sight of others, the opportunity to make friends and socialize with their co-workers, and the ability to see their contribution to the team are all essential ways to help them meet the desire they have to fit in on a facility’s team.
This author has seen some facilities provide social functions outside of work hours throughout the summer to help team members to get to know each other better, which helps them feel like they are part of the team and keeps them more engaged throughout the season. And, when they stay engaged, they will hopefully return for another.
Other key desires every lifeguard has deals with impact and purpose. It will be exponentially easier to retain lifeguards if, on a daily basis, facility operators help each member of the team see their overall purpose and ensure they leave work with a sense of accomplishment. This may seem like another ‘no brainer,’ but to retain great team members from month-to-month or season-to-season, supervisors need to remind each member of the team about the great things they accomplish each day. Few other jobs offer the opportunity to save a life and provide aquatic experiences to the community and this needs to be stressed to the team consistently.
The last desire goes without saying, but all lifeguards need money, whether it is simply for spending cash or for living expenses. Operators must regularly compare thier existing entry-level pay rates to other competitors (in aquatic and non-aquatic lines of work) so they do not fall behind the curve with respect to the salaries other places of employment in the area are offering. At a minimum, this will take away the ‘pay factor’ as being a hurdle to recruitment and retention, allowing facility operators to focus on other areas of need.
Recruiting for 2019 starts now
As aquatic operators across the country enjoy a little downtime from the 2018 summer season, it is important not to stay down too long. Effective recruiting takes a clearly defined plan of attack and that starts immediately when the summer is over by writing personalized thank you cards to every member of the lifeguarding team, thanking them for their hard work and starting the recruitment process early by inviting them back for the 2019 season. While it may seem a little premature, but to tackle the lifeguard shortage head-on, facility operators must remember that next year’s recruitment starts with this year’s retention.
George Deines is a studio director for Counsilman-Hunsaker, specializing in aquatic feasibility studies. Before joining the CH team in 2014, he worked in a variety of roles within the aquatic industry including, lifeguard, swim coach, aquatics co-ordinator, and aquatics manager. He holds degrees from the University of North Texas and Dallas Theological Seminary and is a lifeguard instructor with the American Red Cross and an Associate with Ellis & Associates. He is chair of the World Waterpark Association’s (WWA’s) safety committee and past-president of the North Texas Aquatics Association. Deines can be reached via e-mail at georgedeines@chh2o.com.
