Vitality Mag Oct 13
Director, Jean Wing Hing’s feature in Octobers edition of Vitality Magasine.
Very impressed with the 4Leisure Team with the diversity of roles filled in the last quarter. Whilst some may assume that we just service the operational face of leisure businesses, the Team set out to prove that if you’re a good recruiter, your can recruit for anything!
We’ve even surprised ourselves with a couple of these:
- Property Manager
- Trainer & Business Development Manager
- Regional Sales Manager
- Client Implementation Support Technician
- Maintenance Assistant
- Contact Centre Team Manager
- Group Retention & Product Manager
If you think you can provide us with a suitable challenge, get in touch!
Representatives at David Lloyd have been in a positive mood since the sale of the business to TDR Capital. Despite a drop in value, a strong EBITDA performance has buoyed confidence at the the premium health and racquets operator.
TDR have a good track record in leisure with Stonegate, Centerparcs and Pizzaexpress in their portfolio but industry insiders have speculated that a change at the top is what’s required at DLL to ensure the business stays at the forefront of the leisure industry.
It’s probably come as a relief for many though, that the operator hasn’t been snapped up by one of it’s rivals in an ever shrinking premium marketplace.
Bold statement last week from Liz Terry Editorial Director of Health Club Management Magazine at the Annual Members Choice Health Club Awards, saying that there are too many “dreadful” health club managers running the UK’s clubs.
It won’t come as a great surprise to many industry insiders that the quality across the industry is varied to say the least. But it’s a subjective statement that needs to be clarified. Dreadful in relation to other managers in the industry? Dreadful in comparison to the quality of 5 years ago? Or dreadful when comparing against compatriots from other sectors?
From a recruiters perspective, we’ve found that a higher percentage of GMs that we talk to have lower skill levels and in particular lower levels of competencies around strategic decision making than 5 years ago. But is this indicative of the quality of staff that the leisure industry attracts or a result of a “paint by numbers” formulaic management model employed by so many operators? If people aren’t given the opportunity to make decisions, how do we breed strong decision makers?
It would certainly be an interesting exercise to use qualitative tools provided by companies such as Thomas International and SHL to map the abilities and attributes of GMs over a period of 5 years.
A goal of improving the quality of GMs is fine provided the operators can accommodate their skills and actually let them make decisions about their clubs. But which operators will be brave enough to allow the autonomy?
The hype seems to be building around Fitness First and it has been reinforced by their CEO Andy Cosslett who spoke to the Evening Standard recently and outlined their plans for reinvention and growth.
In particular, it’s great to see someone who hasn’t avoided the issues with reputation and contractual terms and is indicating that they will become more transparent, a trend that is surely welcome news to the general public.
There can be no doubt they have some serious convincing to do with historically poor image perceived by their target market but they’re making all the right noises and we’ve seen some substantial changes in the attitudes, strategies and recruitment already. And with some great people on board, they’re certainly giving themselves every opportunity to pull it off.
Phoenix from the flames? The next 18 months will be key but it will be a remarkable return to glory for a business many had written off.
Read the full interview: Evening Standard
More on this story: Leisure Management
Interviews are getting longer!
With a shortage of highly skilled, highly experienced candidates on the market, you might expect business would be keen to make quick appointments to secure the available talent.
But we’ve seen a trend over the last 12 months, that with some of the more established leisure operators, the interview process is actually becoming longer. Some candidates are even going through five or six stages including interviews, assessment centres and profiling over periods of up to six months.
There is an argument to say that employing a long and meticulous process engages candidates more effectively, gets them bought into the business and ensures that people really want to work for the business. Many operators will say that “if they want to work for us enough, they’ll wait.”
And that works in theory, but does it work when there is such competition for talent? We can talk from experience of candidates who have withdrawn from interview processes at the latter stages because another business has moved faster and made an offer.
Are businesses taking an arrogant approach and burying their heads in the sand? Placing all of your faith in your employer brand is a brave move in this climate.
Or do businesses need to change their recruitment strategy to reflect the current market?
Our team here at 4Leisure, a passionate group of sports fans, would like to extend our huge congratulations to Andy Murray and the British and Irish Lions for their resounding victories over the weekend!
Like the Olympics all over again!
Yorkshire-based low-cost gym operator Xercise4Less have signed a major deal with retail giant Tescos.
In a bold move for the gym operator, the deal will see gyms installed in several Tesco’s sites across the country. With a potential membership base on tap, is this the start of a trend of gym and retailer partnerships, or is this something we’ve seen come and go before with JJB?
We’ve been flexing our muscles in another way this week with an office relocation. Lot’s of toil and sweat for a move of just 200 yards but into a gleaming new office space with plenty of room for our growing team!
We look forward to welcoming clients and candidates soon!