Private Club Payroll & HR Essentials

 

ClubPay's blog will provide timely thought provoking articles that position you to respond confidently to the unique challenges faced in today's employment market.  We will provide you with important information and perspectives on how to protect your club, build your team and retain your best staff. 

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ClubPay HR Ed. Summary: "10 Ways to Invite an Employee Lawsuit"

  
  
  
  

describe the imageCheers to another great year!

We had a great turn-out for our ClubPay HR Education Webinar and we look forward to hosting another this spring.  We are particularly interested in hearing from you; tell us what topics you would like to see presented in future ClubPay HR Education events.  Please comment your suggestions below and we will do our best to accommodate.

Our discussion with Mr. Brannen and Ms. Kell about the ten most common mistakes employers make that have potential to cost their Club tens of thousands of dollars; was eye opening to specific areas where more EEOC enforcement should be expected.  In response, to those who were unable to join us we have composed a brief summary of our discussion with a copy of the power point presentation to share.  We hope you are able to gain some practical tips to apply at your club and help avoid an employee lawsuit.

Download Webinar Summary: "10 Ways to Invite an Employee Lawsuit"

During this time of uncertain and sometimes confusing Federal and State employment regulations being imposed that can present economic challenges for non-compliance.  ClubPay has enhanced Human Resource offerings to focus on helping Clubs improve efficiency in managing their employees, payroll and HR compliance processes.

Rely on ClubPay’s Human Resource expertise for…

(HRO)  HR Outsourced Services Plus

  • Separations  - Documentation Guidance  - Unemployment Claims
    Administration - Turn-Over Analysis - Liability Avoidance/Mitigation Guidance - COBRA Administration - Former Employee Historical Data Retention
  • Regulatory Compliance - ACA Employer Report  -  EEO Report –Vets 100 Report – Historical Reports – Regulatory Change Alerts – Compliance Guidance related to: employee handbooks, recruitment, selection, performance management, discipline & termination – Employment Law Guidance (FMLA, FLSA, EEO, ADA, etc.) – Personnel Risk Management Best Practices – Wage & Hour; Contractor Guidance
  • Full Service Benefits Administration - Electronic Benefit Enrollment – Enrollment Communications & Tools – Carrier Connections – Employee Service Center – Statement Reconciliation – Client Advocacy – COBRA Administration – Leave of Absence Tracking – Employee Assistance Program
  • Safety & Risk Management - Onsite Loss Control Evaluation –OSHA Log –  Claims Management – Injured Employee Contract – Occupational injury/ illness Management Guidance - OSHA complete reporting system (including OSHA standard injuries), and Workers’ Compensation claims.
  • Training & Employee Development - Training Tracking – Performance Management Tracking – On-line Training – Seminar Series – Onsite Training – Compensation Tracking & Management
  • Employee Relations - HRIS – Employment / Life Balance Perks – Employee Relations Guidance – Forms Library – HR Help Desk

When you speak to a ClubPay Payroll/HR specialist, you’ll be assured to speak with a knowledgeable person who cares and has club industry expertise to help. This gives us a unique ability to help creatively solve even your most complex club payroll and HR challenges.

Would you like to learn how we may help reduce liability exposures for your Club?

Request an Analysis

Club HR Update: OSHA and Workplace Safety

  
  
  
  

Employee training was once considered an optional benefit, an“extra” that only the most forward-looking employers provided to the most promising employees. Even now, when the economy turns downward, employee training is often the first to go, viewed not as an investment but as an expense to be disposed of in tough times. But today more and more employers understand that, far from being a frill, good employee training is necessary to a club's success and that an intelligent, well-trained workforce is central to worker productivity and well-being.  In fact in 2012, OSHA revised its hazard communication, or “worker right-to-know” standard, that requires employers to provide safety training and information to workers that are exposed to hazardous chemicals.

club employeeGlobally Harmonized System of Classification and Labeling of Chemicals

The GHS revisions became law on May 25, 2012.

OSHA will allow employers a 4-year transition or phase-in period to comply with all of the new GHS requirements in the worker right-to-know rule. The first transition deadline will apply to safety training on chemical labels and SDSs for workers exposed to hazardous chemicals.

  • By December 1, 2013 employers are required to train employees how to read and interpret chemical labels and safety data sheets in compliance with either:
    • The pre-GHS hazard communication standard for labels and material safety data sheets (MSDSs); or
    • The GHS revisions for new-style labels and SDSs;
    • or both the pre-GHS hazard communication standard and GHS revisions at the same time

CLARE VAZQUEZ, HR BUSINESS PARTNER is in the Boca Raton, Florida office of CertiPay. A significant portion of her consulting practice is devoted to workplace risk management preventing OSHA citations, injuries and fatalities. She advises employers in OSHA recordkeeping, hazard assessment and self-audits, corporate-wide safety compliance, maintaining effective safety training and safety management programs, disciplining unsafe employees, inspection preparedness, workplace violence prevention, and health and wellness initiatives. She also prepares and reviews employee handbooks and policies, conducts manager and employee training, and provides consulting regarding hiring, termination, unemployment, wage and hour, harassment, discrimination, and other federal and state laws and regulations. For more information on CertiPay Payroll and Human Resource Services contact Clare at 561-281-4022 / email cvazquez@certipay.com

Would you like to learn how ClubPay can help your club stay compliant?

The Future of HR: 3 Bold Predictions

  
  
  
  

Some have said human resources is a declining field. Other have put it more dramatically, saying that the HR department is doomed.

Don’t worry. They’re wrong.

Club HR SpecialistUndoubtedly software has changed how HR functions, and those changes are here to stay. But rather than mean the end of the HR department, the nine HR technology experts and practitioners that Software Advice interviewed predicted these changes will provide HR professionals with opportunities for growth. This article lays out what will change and why, as well as how HR professionals can prepare. Change, it seems, is good.

Prediction 1: In-house HR will downsize while outsourcing will increase.

This prediction might seem somewhat, well, predictable. However, the reasons our experts give for the change may surprise you.

Brian Sommer, industry analyst and founder of TechVentive, claims HR departments will become smaller as new technologies allow employees to participate directly in HR processes. He explains, “Many businesses are going to get a lot of capability done by better technology, more self-service and the employee doing a lot on their own.”

And while employees begin to shoulder a larger part of HR’s administrative duties through self-service portals, Dr. Janice Presser, CEO of The Gabriel Institute, predicts many transaction-heavy HR jobs will be outsourced entirely. In fact,  Dr. Presser goes so far as to say, “Entry-level HR jobs, as they currently exist, will all but disappear as transactional tasks are consigned to outsourced services.”

But despite the shrinking size of in-house HR, the human resources function will endure. As Chip Luman, the COO of HireVue, explains, “Given the ongoing regulatory environment, the need to pay, provide benefits, manage employee relations issues, and process information will go on.”

Prediction 2: Strategic will be in-house HR’s new core competence.

The smaller HR department that remains in-house will have to reposition itself as a strategic partner within the business. In fact, over half the experts emphasized that the move toward strategic partnership must happen--or else. Dr. Presser says in-house HR will need to have, “The ability to make accurate projections based on understanding the goals of the business and using metrics that describe more than lagging indicators, such as how long it takes to fill a job or the per-employee training spend.”

The strategy role cannot be outsourced--good news for all those in-house HR folks. As Dr. Presser says, “Strategic planning requires in-house expertise.”

In fact, Brashears, the director of Human Capital Consulting at Trinet HR, predicts the swing toward more strategic roles may even drive the creation of new job titles. As she explains, “HR Professionals will likely transition into HR Business Professionals who not only understand HR implications but also business operations and strategy.”

Prediction 3: The pendulum will swing back to the specialist.

Janine Truitt, the founder of The Aristocracy of HR blog, says she has observed a generalist-specialist cycle in the HR field during her time in the industry. As she explains, “Every decade or so we fluctuate back and forth from the paradigm of the independent contributor/specialist to the generalist practitioner. We were in a ‘generalist’ mode and now I think the pendulum may be swinging back toward the specialist.”

But for Luman, there will be no future shift back toward the generalist. He states, “HR generalists as we know them will disappear.”

Brashears agrees, noting “There will be more specialized roles. I believe this to be the case as the employment landscape becomes more complex with changing regulations around employment law and benefit compliance with the Affordable Care Act.”

Preparing for 2020

As strategy becomes more important for in-house HR, and specialists become more prevalent, what can current HR professionals begin doing now to prepare? The experts all endorse one tactic: keep learning---risk-taking and networking will help, too.

Dr. Presser advises those in the field to “Get ahead of the curve. Realize that many of today’s ‘best practices’ evolved under very different business conditions, and may well become obsolete within this decade. Learn everything you can about your industry, your competitors, and pending legislation that affects your business operations. Most of all, define yourself as a businessperson and act accordingly.”

Additionally, Lynda Zugec, Founder and Chairman of The Workforce Consultants, says in this brave new world, failure should be welcomed as a learning tool. As she says, “In the changing HR landscape of today, failure is embraced because it means that you were brave enough to ‘give it a shot’ and also that you now have more information regarding what works and what doesn't work than before. Eventually, if you keep exploring different avenues, you are bound to succeed.”

Finally, Luman encourages HR practitioners and analysts to develop their own personal brand. As he says, “Network inside and outside of your field. Blog, communicate, read and help others achieve success. If you are not outside of your comfort zone, you are stagnating.”

Erin Osterhaus

Erin Osterhaus is the managing editor of Software Advice's HR blog,The New Talent Times. She focuses on the HR market, offering advice to industry professionals on the best recruiting, talent management and leadership techniques. You can follow her on Twitter and Google+ or, contact her directly at erin@softwareadvice.com.

 

Would you like to learn how ClubPay's managed HRO service can help your Club stay compliant?

 

ClubPay will Receive “Excellence in Achievement Award” for Payroll & HR at CMAA World Conference Trade Show

  
  
  
  

We invite you to meet our ClubPay representatives Annaliese Franzen and Steve Cowan at the CMAA – World Conference on Club Management Trade Show in New Orleans, Feb. 26th & 27th.  ClubPay will be in attendance with Jonas Club Management and clubsystems group in Booth #435. While in attendance, ClubPay will receive an “Excellence in Achievement Award” for Payroll & HR by BoardRoom Magazine.

2011 Payroll Vendor of the YearBoardRoom Magazine, endorsed by the Club Managers Association of America (CMAA), the Club Managers Association of Europe (CMAE) and the official publication for the Association of Private Club Directors (APCD), will present ClubPay with their 12th annual "Excellence in Achievement" award for Payroll & HR.

ClubPay was selected for overall excellence in Payroll & HR achievements, innovation, vision for future growth and continued impact on private club operations. BoardRoom magazine’s "Excellence in Achievement" awards are the only private club industry awards that recognize the clubs' business partners. BoardRoom magazine's industry peers and experts review and select outstanding suppliers and consultants representing various aspects of course and club operations.

“We are very excited to be recognized as payroll vendor of the year”, says Steve Cowan, President of ClubPay.  “ClubPay offers a very unique value proposition to the club market by providing a fully integrated Payroll, HR, and Time Keeping platform that has been customized for the unique requirements of the club industry. ClubPay also prides itself on a personalized service support model that includes a no voicemail policy, taking full ownership for data conversion, and by walking clients through their first three payroll processing periods. These aspects make ClubPay a real win for clubs in today’s work environment where clubs are stretched to do more with less, and require peace of mind when navigating through the complex issues around Payroll, HR, and Tax compliance laws.” 

ClubPay's outsourced payroll processing solution is tailored to Private Club payroll needs. ClubPay includes dozens of useful features to address issues commonly faced by clubs including pay calculators, retro pay calculator, benefits calculators, multiple departments, multiple pay rates, variable/weighted average overtime calculation, re-hire functionality and more. ClubPay’s Labor Management System, ClubTime, is a full-featured, web-based system for data collection and employee management.  The system includes an employee self service web portal, time and attendance, distribution of labor tracking, scheduling, time sheets, biometric clocks, and seamless integration with ClubPay’s Payroll/HR system, eliminating manual or duplicate entry.  With ClubPay’s reporting module, clubs have unlimited access to over 200 standard Payroll/HR and Labor Management reports, with the ability to easily create any custom report needed for proactive decision making. 

We look forward to meeting you in The Big Easy, WE GON PASS A GOOD TIME, YEAH!

Do you want to see what clubs are saying about ClubPay? 

Check out our new ClubPay video:

Meet our ClubPay Team at CMAA

  
  
  
  

People buy from people they trust. And that trust has to be earned.

Of all the articles and books I have read, there is one common underlying message: Trust is earned by doing what you say you are going to do.

At ClubPay, we do just that… we do what we say we are going to do.

I read a saying once: “Customer Service isn’t a department, it’s an ATTITUDE”. That’s the mentality that earns people’s trust and confidence, not only in the salesperson, but also in the product. And that’s the mentality at ClubPay.

What also earns others’ trust is being empathetic to their situation. And, as odd as it may sound to string these next words together, ClubPay is an empathetic payroll solution. That’s because ClubPay understands what makes a club’s payroll so complex and cumbersome. And, because we understand, we can offer an all-encompassing solution that gives our clients free reign over their information at no extra charge – custom reports that don’t need to be created manually, and don’t need to take hours to create. Because we understand, our Customer Service has a no-voicemail policy, and you are never a “case number”.  Because we understand, we have a 98% Client retention rate.

Annaliese Franzen is a professional Payroll & HR Consultant at Payroll & HR Consultant Jonas Software for the ClubPay division. With a long history in business-to-business consulting, Annaliese’s goal is, and has always been, to match clients with a solution that fits their exact needs.

Come meet Annaliese Franzen in person at the upcoming CMAA World Conference & Business Expo. ClubPay can be found at booth #823 in display with Jonas Club Management and clubsystems group.

Annaliese Franzen may be reached at (800) 352-6647 X 2285 or email annaliese.franzen@jonassoftware.com.

It's the 4th Quarter - What's in Your Club's Payroll Play Book?

  
  
  
  

An estimated 60% of clubs who make the decisionTime for Payroll Change to change payroll providers do so effective January 1st. If your club is looking for reduced costs, improved efficiencies or better integration, now is a great time to evaluate your payroll process for January 1, 2011 improvements.

Because so many clubs are facing the challenge of shrinking budgets and decreased administrative staff levels, any opportunity to potentially reduce expense and save time deserves a closer look. Payroll processing is a great candidate to evaluate given the time consuming and tedious nature of handling a club's payroll.  

Should your club evaluate its payroll/HR systems?

Take a moment and consider when the last review of your current provider occurred. With some payroll companies, particularly some describe the imageof the larger providers, fees seem to creep up each year. Payroll companies often offer discounts and low rates to acquire new clients with the strategy of increasing margin through add-on charges and price increases.

If your club has not evaluated their payroll provider in more than a year, then it is definitely time to take a fresh look and ensure your club is receiving the maximum value for return on investment. The following questions can help with making the decision to evaluate your club's current payroll provider and take a look at other options available.

  • Has the pressure to decrease expenses been increased in the past year?
  • Have administrative positions been reduced or eliminated?
  • Has our club experienced any major payroll or tax issues during the past year? If so, how were they handled?
  • When help is needed, are we assigned a "case number" or do we get responsive, professional help from someone who understands our business and how we work?
  • Has our club experienced price increases over the past year or years? Are the increases reasonable and congruent with functionality and service enhancements?
  • Are we being charged additional fees for basic functionality such as reports, direct deposit, and tax filings?

When to start the process for a January 1 conversion...Jan Payroll Change

If your club is considering a January 1 conversion, the time to begin the process is now. In order to take a systematic approach, adequate time must be allowed to do your homework and research your payroll options before making a decision.

To allow adequate time to do a reasonable evaluation and cost/benefit analysis of making a change, you should target evaluating systems during the September/October time frame and make a decision no later than early November to be prepared for a January 1 conversion.

Budget a couple of weeks for information gathering and analysis. Following your research stage, set appointments with vendors to see the work flow and understand the specific strengths of each system.

Finally, request a detailed proposal to evaluate the soft and hard costs of a change. Don't fall into the trap of evaluating on price only but look at improved efficiencies, time savings, risk management, improved morale/retention and other factors that are related to the payroll and human resource function of your club.

What criteria drives the clubs' payroll decision?

As with any major decision, the first step is take an honest appraisal of your current system to identify its strengths and weaknesses. Once this step is completed, you can move forward with comparing your current solution to other available options.

Some considerations in evaluating companies for a fit with your club include:

  • How easy is our system to use? Is our payroll partner really lifting an administrative burden off the club management team and administrative staff or are they just cutting paychecks?
  • Does our solution include integrated features that help us manage our club more effectively such as HR management, labor management, and hiring and recruitment tools?
  • Does our payroll partner understand our business? Do they accommodate multiple rates, multiple departments, weighted overtime and integration to our club management system?
  • Are there other "clubs" using this provider? What has their experience been?

Payroll StategyKick the tires at ClubPay's 4th Quarter Webinar Demonstrations...

If you just want to kick the tires and see what your options are, ClubPay is offering a complimentary, no pressure, no hassle set of webinars in September. This will give you insight into our two most popular club management solutions - ClubPay and ClubTime. ClubTime is an integrated labor management and time keeping solution and ClubPay is our full-service outsource payroll solution.

Hope you found this post helpful; you can register for the webinars on our website at Attend a Webinar.

White Paper - "Help, I'm the Controller, not the HR Director!"

  
  
  
  

Are you finding you are expected to do more with less in your position as Club CFO or Controller? For some time now, we have observed an industry trend towards increasing the role of the CFO/Controller as it relates to human resource management.

I am privileged to speak with Club GM's, Controllers, CFO's and HR Directors on a daily basis and frequently get feedback similar to the above described trend. While the words may change between conversations, the common theme is club staff increasingly are wearing multiple hats.

In many cases, this involves the CFO/Controller picking up additional HR responsibilities. If this is hitting you square between the eyes, download our complimentary white paper to help you establish a strategy to effectively deal with these changes.

Help for the Controller turned HR Director

 

Download "Help, I'm the Controller, not the HR Director" here and let us know what you think.

We hope it helps!

 

HR Perfect Storm for Private Clubs – Part 2

  
  
  
  

HR Perfect StormIn “Perfect HR Storm Part 1”, we identified the key drivers that are creating a potential HR Perfect Storm for Private Clubs – The Recession, Rising Unemployment, Growing Regulation, Increasing Litigation and Downsizing. This blog post will look at how clubs can develop a strategy to streamline payroll and HR processes, protect themselves and avoid costly mistakes.

Clubs generally fall into two basic camps when it comes to their payroll and human resource strategy: in-house or outsource. In-house means club staff are generally directly responsible for the process and outsource is defined as contractual service with a 3rdparty (like ClubPay) to perform all or part of a particular HR process. As a sub-category of outsource, some clubs utilize a Professional Employer Organization (PEO) but we generally recommend against this strategy.

The vast majority of clubs opt for an “outsourced” strategy to relieve administrative burden, gain expertise and prevent liability. Given the trend towards Club Controller’s taking on increasing HR related responsibilities, this approach is likely to accelerate.

Develop a Strategy

Within the category of “outsource payroll”, there are a variety of sub-strategies clubs employ. The beauty of outsourcing is each club has the flexibility to customize its level of services based on existing resources, expertise, payroll & HR complexity… and budget.  At the heart of any club’s outsourcing strategy, the goal is saving time and reducing expenses.

Key Drivers

All strategy considerations should be evaluated against the positive or negative effect on these key drivers:

Administrative Burden – This really comes down to taking a close look at resources – time, people and money; determining if the club is getting the best return on investment of each. Additionally, what are the opportunity costs and associated risks?

Compliance and Risk Exposure – The question here is: Do I understand the rules of the game and are there processes in place to make sure I stay up to date and on top of the rules?  Is the club at risk and how much risk is the club willing to tolerate?

Employee Relations– How is the morale of the club’s employees and what effect is this having on productivity and profitability? Are time and attendance policies fair and are they fairly and equitably enforced? Are they enforced at all?

Asset Protection- Related to risk, this is quantifying and documenting the high risk points related to payroll and human resources. One of the most common types of litigation a club may face is employee related. Is there a way to protect the assets of the club from frivolous HR related lawsuits?

Cost Considerations – Is there pressure on the club to reduce expenses? Labor is typically the biggest expense making it the most likely candidate for significant savings. Can you do this without a negative effect on service?

Action Plan

To get started in developing a high performance plan for your club, schedule a full payroll, HR and compliance audit. While I recommend hiring a professional HR Consultant to perform an external audit, some clubs may opt to conduct an internal audit for budgetary reasons. To provide an idea of what is involved, you can download a Sample HR Assessment Form here (courtesy of Crawford Consulting Group).

Once the audit is complete, you can evaluate your clubs strengths, weaknesses, opportunities and threats (SWOT) to determine the best processes to outsource. Again, the overall goal is to save time, reduce expenses and prevent risk. Every club is different and there is no perfect combination of outsourced services, but below is a list of the most commonly outsources processes.

 Outsource Functions resized 600

HR Perfect Storm for Clubs White Paper

If you would like to dig a little deeper into the current HR environment clubs are facing today, the most important issues and how to develop a winning HR strategy, check back here for our upcoming white paper. If you would like to receive an advance copy, email us at info@clubpayroll.com with HR White Paper in the subject line.

HR Perfect Storm for Private Clubs - Part 1

  
  
  
  

I recently made a presentation at the HFTP Development Conference in New Orleans related to helping Controllers at Private Country Clubs deal with expanding human resource management responsibilities. In preparing for the presentation, I discovered there are a variety of conditions that are contributing to a potential "perfect storm" related to the payroll and human resource functions at private clubs. Within this blog post, I'll lay out what those conditions are and how they may affect your club. In part 2, we'll talk about what you can do to protect your club and yourself.

HR Perfect StormI call the current situation a "perfect storm" not to be an alarmist, but to bring attention to circumstances which are occurring in clubs today that may have a serious adverse affect tomorrow. The major factors influencing potential future issues include:

  • The Great Recession
  • Rising Unemployment
  • Growing Regulation
  • Increasing Litigation
  • Downsizing at Clubs

Let's dig a little deeper into each of these contributing factors and why it should matter to you, your General Manager and your Board of Directors.

Without doubt, we are in the midst of one of the more difficult economic times of our lifetimes. This means many people, including your club's employees are under financial duress and extraordinary stress. Even though your employees are working, they may have spouses or extended family members that are unemployed. They may also be dealing with a home foreclosure, short sale, evaporation of savings accounts and home equity or any of a host of stressful situations. These types of stressors sometimes spill over and can affect one's work life even when not directly related to one's job. Productivity, attitude and employee relations can all suffer and this can create problems, sometimes big, costly problems. Unemployment Rate Chart

Unemployment rates are at historical highs and the "real" rate of unemployment is much higher than the reported rate. This "real" rate includes underemployed and those who have "given up". Additionally, unemployment compensation has become easier to get and has been extended well beyond the traditional allowable time line. This has a multi-faceted affect on clubs. You may find that a segment of your employees see unemployment as a viable alternative to working with reduced hours or working at all. This type of culture can be a morale and productivity killer. Additionally, who funds unemployment? The employer of course... brace yourself for a freight train of increasing premiums, it is coming. This will be a huge factor in future budget years.

We are living in a time when businesses in America are literally under attack. There are currently over 70 Acts affecting benefits, labor and employment and this is only on the federal level. Every state tacks on hundreds more laws and statutes related to how you hire, manage, pay and provide benefits to your employees and you are required to keep up with and comply with each one. If you don't, your club can be held liable and in many cases, you may be held personally liable as well.

Don't think this is a problem that is going away. In an average year, there are over 200 changes to employment related federal law again and all signs point towards increased regulation by the current administration. The very first bill signed by President Obama was the Lilly Ledbetter Act - extending the statute of limitations to file an equal pay lawsuit. Other examples of how this administration is making it more difficult on business (and private clubs are small businesses) is to greatly expand the qualification for the American Disabilities Act (ADA) and to extend and complicate COBRA Benefits.

Our next trend is simply a result of the first three factors. A poor economy combined with rising unemployment and growing regulation leads to an increase in litigation. Have you noticed the increased frequency and boldness of Trial Attorney advertising related to employment?  If you can't find a job and can't pay your bills, just sue someone! It is easier than ever to do so and it is happening with increasing frequency. Business Week ran an article that stated Fair Labor Standards Act lawsuits have "exploded nationwide" and the problem has only gotten worse recently.

HR ComplexitiesFinally, the icing on the cake is that in this environment, an industry trend is rising to eliminate so called "non-essential" positions (often including HR Director) and migrating these responsibilities on to another staff member (usually the Controller). In effect, at the most critical time to stay on top of HR issue, we are dumping the responsibility on a staff member that is most likely under trained and too overworked to handle these additional duties. This may indeed prove to be a "penny wise, pound foolish" strategy, only time will tell. What may happen is clubs may indeed find some short term savings from consolidating duties and reducing labor overhead but long term find themselves with much larger expenses and more ominous challenges.

Having solid payroll, human resource and compliance processes in place should be viewed as an investment, not an expense. Similar to an insurance policy in nature, you might save some money by canceling the policy in the short term but what happens if the club burns down?

Private Clubs and SmartSourcing - Club Management Strategy

  
  
  
  

Outsourcing has been standard throughout the business world for many years and its popularity is now expanding rapidly through the club industry.  The driving force behind this trend is related to the economic pressure many clubs are under to reduce operating expense. 

Of course, the risk with this approach is service or quality will suffer. To balance the importance of managing expenses and maintaining quality, clubs should closely examine their key business processes to identify which systems are the best candidates for outsourcing. Processes that fit well into an outsource model are typically complex in nature, highly regulated, time consuming or create potential liability.

Outsourcing makes the most sense when three key criteria are met - processes are done better, faster and with more consistent results.  The types of outsourcing that meet these criteria can be considered "smartsourcing" partnerships. Unlike traditional outsourcing, which is commodity driven, smartsourcing enables clubs to partner in synergistic ways that decrease expense, increase quality and carry low risk for the club. With smartsourcing, clubs work with highly specialized companies that bring both improved efficiencies and very specific expertise.

Club Payroll SmartSourcingSmartSourcing creates an environment where the results of focus, efforts and expertise actually equal more than the sum of the parts. With smartsourcing, clubs become less "people" dependant and more "systems" dependant. This makes the club stronger as it causes a shift of the focus of the club's staff from an "administrative" focus to a "member centric" focus.

Current economic conditions make this a perfect time to consider a company like ClubPay that combines expertise and efficiency to create value for your club.  Our approach is simple but powerful. We have done the homework and put together a suite of solutions and services that eliminate the headaches and hassles of payroll and HR management. At the same time, we give you expanded access to your information to enable you to make better business decisions. Finally, we help you control costs by leveraging our economies of scale and expertise.

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