Posted on Fri, Aug 06, 2010 @ 01:14 PM
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.
Download "Help, I'm the Controller, not the HR Director" here and let us know what you think.
We hope it helps!
Posted on Tue, May 04, 2010 @ 10:36
Recently I completed 90 days of the most intense exercise regimen I‘ve ever endured. While the program was worthwhile for the physical benefits, the real value came from the lesson I learned in self-discipline. The principle the program is based in: deciding, committing and succeeding, have reshaped the way I do business and approach life...
The Program
The program I participated in is called P90X (http://www.beachbody.com/) and many of you may have seen the infomercials, partaken in the program or had friends who have participated. The program's marketing message of "muscle confusion" and "getting ripped in 90 days" succeeds in motivating but fall far short of preparing one for the intensity of the workouts. However challenging, it was worth it and I did achieve some tangible results which I'll share with you in a moment.
Understand, when I say intense, I am not just referring to the difficulty of completing the exercise but the amount of time dedicated to each workout and the frequency of workouts. Each workout lasts between 60 and 90 minutes and the program calls for working out 6 times a week. Given a busy lifestyle including two businesses and three kids (ages 3, 5, 13), the commitment aspect was more intimidating to me than the physical aspect. I am sure many of you can relate - making a commitment like this is a life changing decision.
The Challenge
By the end of three months, I had exercised 72 times in just 84 days! There were a few times I worked out twice in one day or did not work out until after midnight but one way or the other, I survived each one. In addition to time constraints and stretching my physical limitations, there were many other barriers that arose during the course preventing me from reaching my goal.
For example, I suffered from severe allergies and endured three sinus infections during the first six weeks of the program. Many of my workouts occurred inconveniently on the road in hotel rooms, at odd hours and in between business meetings. Additionally, my three year old daughter decided to create a new challenge of her own by refusing to go to sleep until she was absolutely sure I had completed the night's workout. She would find evidence of this by observing me lying in the floor out of breath and in a heap. OK, bedtime!
The Lesson
The workouts seemed physically impossible (at first) and there were obviously not enough hours in the day to complete them. Furthermore, the interruptions, distractions and "reasons" not to do it were nearly immeasurable. Interestingly though, it turns out the real value gained from this experience came about as a result of these and many other challenges encountered. It seemed with every additional obstacle, I began to realize how compelling it can be to procrastinate or give up. How simple it is to find a "reason" not to follow through and then rationalize your decision.
How often does this same principle play out in our work and personal lives? We know what we want to do and make a commitment but ultimately identify a reason not to keep going. Think about your job - what frustration have you repeatedly committed to change but are still living with? What about your personal life? Do you have a relationship that needs repair, a habit that needs to change or a problem that needs to be fixed but you never seem to get to doing it?
Too frequently we stop one prayer, a single step or just shy of the required effort to reach our goal. It has been said, the tragedy of life is not "failure" but "lost potential" in all the times we gave up too early. This experience has affirmed my belief that perseverance is the number one predicator of success. Sure, we may get lucky now and then but think back to your biggest successes and I'll bet you will find a common theme. You kept getting back up when knocked down, you stuck with it when others gave up and you refused to yield to challenges. In short, you persevered.
The Results
I wish I could report that I had a total body transformation as some of the participants on the infomercial and website appear to have had; my physical results were not quite that impressive. However, I did see some significant improvements in weight, strength and flexibility. I lost five pounds of fat, gained six pounds of muscle, increased strength by nearly 100% and saw flexibility improvements beyond measure. I feel better, eat better, sleep better, have more energy and accomplish more daily which I attribute to the empowerment of an increased positive attitude!
The Challenge
In conclusion, I challenge you to ask yourself "Where do I need to step up my game?" Do you have physical, professional, financial or personal goals you want to pursue but keep finding a reason to give up on? If so, we invite you to share your goals and your success stories here by commenting on this article.
"You do not have to be great to start but you have to start to be great." -Joe Sabah
Posted on Fri, Mar 19, 2010 @ 11:18
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.
I 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 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.
Finally, 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?
Posted on Wed, Jan 27, 2010 @ 11:37
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Posted on Fri, Jan 22, 2010 @ 09:48
This is a first part series of posts I am writing to share with family, friends, clients and associates about my personal plan to prosperity in 2010. Below I have outlined the person I want to "be" this year and it is my hope this post and next 11 posts of the series this year will inspire, motivate and move you to consider who you want to "be" in 2010.
During this year 2010, I resolve to be a person who strives to...
Embrace Challenges
The world offers plenty of circumstances to blame for our breakdowns, but the most effective people I know find a reason to achieve. What reasons have you relied on in the past for not accomplishing your goals? The economy, the government, global warming - these may sound funny, but others may hit closer to home. What about not enough time, too busy, relationship issues, my boss or my employees?
Let's switch gears and instead of asking "how" we can get out of our circumstances, ask "what" we can get out of our circumstances. For example, the economic pressures of the past year have helped me learn to budget better, manage my time better and be more process driven; you get the idea.
Remove Self-Imposed Limitations
How often are our limitations self-imposed? We set mental limits in our head of what we can accomplish and we make up stories about what we are "good" at and "not good at". The net result is we create a ceiling that limits our success.
A great example is the story of Roger Bannister. If you are not familiar with this story, you can read it here. The key principle is that Roger Bannister was the first person in history to run a mile in under 4 minutes. Just 56 days later, the feat was repeated by another runner. Amazingly, within 3 years, 16 other runners had accomplished this previously assumed impossibility. Self-imposed limitations!
One thing we can be sure of is we are not likely to exceed our own expectations. Why bother to dream if you are not dreaming big?
Clearly Understand my Purpose
So often we fly through life on remote control giving little thought to where we are going. Other times, we may know where we are going, but we have not stopped to consider if we are heading to a place we want to be or when we want to be there; weeks, months, years...
Would any of us take off on a road trip with no destination, no map or no time line?
It is critical that we consistently schedule time to slow down, reflect and be intentional about where we are going and why. This requires digging deep down to the core of what you want your life to be about. We are not talking about bank account balances, job titles or materials possessions. What is the essence of your reason for being and is your life in alignment with this reason?
Have a Plan
What problems do you have right now and you know they need to be addressed but you are pushing off dealing with? We all tend to avoid dealing with the frustrations in our lives that don't have a clear cut answer, are awkward or push us out of our comfort zones in some way.
To be effective, we have to "deal" with our problems, not "live" with them. In order to deal with problems, we first have to acknowledge them and commit to taking action. It may sound simple but it is not easy. A good way to determine what you are "not dealing with" is to take notice of the circumstances, people and situations you complain about.
Invest in Others
There is nothing more satisfying than to invest your time, talents and resources to others. Ironically, when we invest in others and we do so with the right motives, we inevitably experience a radical return on our investment.
At ClubPay, we call this our "give to give" philosophy and we work hard to live it out in some way every single day. It may be as simple as sharing some valuable information, giving an encouraging word or making a professional introduction for a colleague. The key is to be intentionally "others focused" for part of each day.
Conclusion and Challenge
What resolutions did you establish for yourself this year? At twenty-two days into the year, how successful have you been at sticking to your goals? If you are meeting all of your goals so far, I congratulate you for your resolve and self-discipline. If you are already struggling, maybe taking a different approach will help you accomplish more with less effort - something we are all about at ClubPay.
Join us this year in building a community of support and encouragement; invest in each other and help us "be" who we want to "be" in 2010.
Who do you want to be in 2010?
Posted on Wed, Nov 25, 2009 @ 11:30
Social media is having a major impact on the way clubs recruit and hire employees. Gone are the days of a static resume and a list of references. Club management now has the ability to dig much deeper into candidates and develop a 360 degree view of the person behind the application.
Passing Fad or Mega Trend?
I'll bet some of you are reading this and nodding your heads "yes" while others are thinking "not at my club". The question really comes down to this: Is social media a fad that will pass with time or does it represent a fundamental shift in the way we communicate?
For the naysayers, before you shrug off the impact of social media, check out the video below. Exactly what role social media will play related to employment may still be up for debate, but as for the impact it is having on the way we communicate, the numbers speak for themselves.
Social Media and Employment 101
Let's look at the most prevalent ways social media might be integrated into your private club's hiring practices. The two most common ways employers are using social media include passive recruitment and applicant screening.
Passive recruitment simply means identifying candidates that are not actively seeking employment. Recruiters have been doing this for years but new technology makes it much easier for clubs to engage directly in passive recruitment. In a nutshell, this means searching for and pro actively contacting individuals that have the qualifications you are seeking but may be currently employed.
Applicant Screening involves reviewing a potential employees social media footprint before extending a job offer. In addition to drug testing and criminal background checks, many clubs are now checking potential employees out on Google, Facebook, MySpace and LinkedIn.
What happens in Vegas stays on Facebook
Reviewing a candidates social media footprint can be very effective at forming a 360 degree view of a candidate. Offering much more than a traditional resume and references, you can obtain a more holistic view of "who" and individual really is.
Employers are increasingly turning to social media to vet out candidates. A recent report indicates hiring managers use social media during the evaluation of candidates as much as 22% of the time. More often than not, the results support NOT making the hire! Do you find this suprising? Check out the reasons why in the chart below.
What do you Think?
Does your club utilize social media in recruiting employees or screening candidates? Are you using social media in other ways related to employment?
Get More Information
Download a free whitepaper entitled, "How Technology is Changing the Way Clubs Hire".
Next Time...
Will Social Media play a role in your next Club Management Job?
Posted on Tue, Nov 10, 2009 @ 07:26
Dear Payroll Provider,
I can't go on living this lie...there is a confession I must make, I don't love working with you anymore. When we first met, you promised me the world, you told me how important I was to you and promised how you would make my life easier. These days, I feel like just another case number to you. Look, we can still be friends, I just don't want to process with you anymore.
Putting up with mediocrity?
Many clubs tolerate broken promises, inferior functionality and poor service for years because they believe the transition to a new payroll company will be too difficult. The perspective is that it is easier to accept the problems than to make a change and fear of losing data from years past. The result is the club ends up feeling like it is a hostage to the payroll provider.
Breaking up is not hard to do...
We are often asked, "how do I end the relationship with my previous payroll vendor"? Not to worry, companies change payroll companies every day and despite the old cliché - breaking up is not really that hard to do. However, the steps and timing you follow can either cause or prevent some headaches down the road.
First off, in nearly all cases, you have the right to terminate your service without notice. Rarely, if ever, does a payroll company have a contract with its customers. If you are approached by a payroll company that wants your club to obligate itself to a long term contract, see this as a big red flag. This same logic applies to similar providers such as time keeping/labor management, human resource management, or other related service companies.
The tru
th is these providers are not making a large up front capital investment in new equipment or people to provide service to you so they should not require a long term commitment. Put your club in the position of having your payroll partner "earn" your business every month and keep your options open.
When is it time to call it quits?
Timing is everything and though you expect the best from your current provider, we should be prepared for the worst. With this in mind, our advice is not to advise your current provider you are making a change until after you have successfully processed your first payroll with ClubPay.
The rationale here is to continue to have access to your legacy system as long as possible in case you need to retrieve additional information from it. If you are running a locally installed solution (server or PC based), your legacy vendor will most likely not deactivate your access for some time, if ever.
If you are running a web based system, they may deactivate it a bit quicker. Either way, it never hurts to ask for them to keep access open for a few months in case you need to run some reports. It never hurts to ask, the worst that will happen is they say no.
Keep good records...
If you are not already doing so, be sure to keep a log of all of your payroll registers. You can keep paper log but preferably these should be kept electronically. If available, keep them in a common format such as excel or .csv so that you can easily pull and import information if required.
Shortly before transitioning to your new system, you should also go into your legacy system and run copies of every report you have access to. Err on the side of caution. Although you may not ever need most of these reports, better safe than sorry. Some systems grant broad access to reports while others are very restrictive. The point is, get what you can and get it in a exportable format if possible.
What is a retention team?
Many of the larger payroll companies have actually created "retention teams" to try to "save" clients that intend to leave. The basic premise is to approach unhappy customers, create fear around a change and offer to discount prices to keep your club as a client. How pathetic is this? My advice to you is to not work with any company that even has a retention team in place. The investment in this team should be made into improving service so that a retention team is not needed.
Data conversion and professional services...
Finally, make sure your new vendor will take the lead role in helping you make a seamless conversion. Do enough research to determine how complete and systematic the implementation plan offered by your vendor is. Ask hard questions! Who takes the lead in the conversion? Are implementation templates available? Will demographic data be converted? If data can't be converted, who will hand key - you or the vendor?
Most important - do not take your vendor's word regarding ease of conversion. They are trying to sell you something and are not going to level with you about any potential issues. Insist on talking to at least 3 clients, in your industry, that the vendor have gone through an implementation within the last year. Make this a demand, not a request.
Posted on Tue, Oct 27, 2009 @ 09:36 PM
Do you care? Do your employees care? Does your board care? Do your vendors care? Three simple words, one small question but the answer may hold the key to whether you or your organization will survive.
Care
In his recent book - Crush It!, Gary Vaynerchuk (host of the fabulously popular website and on line TV show - Wine Library) includes a brief chapter entitled "the best marketing strategy ever". The chapter is so brief in fact, that it consists of only one word - "Care". I think the point that Gary is trying to get across is pretty evident. We need to care about what we do, how we do it and the customers we serve.
We are Starving for Care
As a society, we are starving for care. We want it, even yearn for it and are more than willing to pay for it. Think about how you feel when you buy groceries at that trendy, freshly stocked "market" compared to when you shop at the big box store with the endless rows of bargains and self check-out lanes. Do you feel like one cares more than the other?
Let's face it, we do a lot of business with a lot of companies that don't seem to get the "care" concept. They may care about their paychecks, bottom line and maybe even their shareholders, but do they "care" about their customers?
To prove my point, let me share a couple of personal experiences I have had recently. The names of the offenders have been disguised to protect the guilty.
How many days does it take to deliver a "3 day air" package?
I recently shipped a trade show booth across the country using a popular shipping company, let's call them OOPS. I paid over $600 for OOPS to deliver my package in 3 days. My package arrived 5 days later, halfway through the show. I bet you're thinking OOPS cared about this - think again!
When I called to ask when my package would be delivered, I was told it was unknown, but what was known is that my package was audited during shipment and additional postage was due. No explanation, no solution, no apology - no one seemed to care that I had no booth for my show.
After several weeks and dozens of calls, we have discovered that "3 day air" doesn't actually mean that the package will be delivered in "3 days" OOPS! Apparently there is some small print that excludes the company from actually delivering on its promise - not very caring.
How do you spell OOPS?
My next story involves a major credit card company, we'll just call the company Capitol Two. While trying to dispute the above referenced charge for services not delivered, the following conversation actually occurred. There is no way to do this justice folks, but to just give you the transcript.
Company: Who is the vendor?
Me: OOPS
Company: Can you spell that?
Me: O O P S
Company:What type of charge is this sir?
Me: Shipping charges, postage
Company: Did you receive the merchandise?
Me: Well, yes, I guess you could say that, they shipped it
Company: Did you return the merchandise to the vendor?
Me: How can I return "shipping charges"
Company: OK, thank you very much, please be advised you still must make your minimum monthly payment.
Apparently we don't have enough idiots in this country, we now need to export these jobs overseas. Is it just me or is anyone else tired of dealing with these companies that don't care about you, your time, your money or their integrity?
I regret to say the story only goes downhill from here folks, but I care too much about your time to digress any further. Let's talk about something more positive.
How to profit from others' lack of care
If there is a bright spot in all this, it is that the lack of caring on the part of many businesses, both large and small, open up an incredible opportunity for those of us who do care. Recession or not, people like to be around people and buy from businesses that care about them.
This plays right into the hands of private country clubs. Our clubs are a place that members can go and know that they will be cared for. We can be the oasis for a membership that has to deal with an uncaring world day in and day out. When we create this type of environment, our member will say "Screw the Recession" when it comes to maintaining their club membership.
An influential manager from a prestigious country club recently asked me if I had any ideas that might help them engage their employees and get them motivated for the upcoming season. I am going to send him a copy of this article and my single word of advice - CARE.
Care about the quality of the meal, the cleanliness of the club, the condition of the golf course, the smile on the face of the server, the punctuality of the team. As the management team, care about your employees, their personal and professional goals, their families and the tools they need to do their jobs.
As a vendor, ClubPay cares passionately about what we do. We provide a way to help make a tedious and libelous process (payroll) easier, faster and less expensive. When our clients have a need, we care about them, their time line and getting their problem solved. We care about our clients success.
Posted on Sat, Sep 12, 2009 @ 01:26 PM
Introduction
Most clubs evaluate all major club management systems around this time of the year. At the top of the list should be your benefits plan. Given the current economic pressures and legislative changes, it is critical to evaluate your current plan to identify potential savings.
See the study below for an example of how much money can be left on the table by managers who are not "high performers' in managing their plans.
ClubPay can help, we have an extensive network of benefit plan professionals that can provide you with an analysis to identify potential cost reductions and plan inefficiencies.
If you would like help at your club, just give me a call at 877.729.4258 (102) or email me at tom@clubpayroll.com.
High Performers are Controlling Costs
Courtesy of Towers Perin
High-performing companies are making significant strides in controlling health care costs by aggressively managing their benefit programs and making effective use of account-based health plans (ABHPs) and other consumer-based approaches.
Results from the Towers Perrin 2009 Health Care Cost Survey show that high-performing companies will pay, on average, 12% less in annual health care premiums in 2009 compared to low-performing companies.
Equally striking, high performers share the cost savings with employees - and, overall, report a health dividend that includes both better financial results and workforce performance advantages, such as high employee engagement.
Health benefit costs still on the rise
Corporations will spend, on average, $9,552 per employee for health benefits in 2009, an increase of 6% from 2008.
However, the cost variations are wide, with high-performing companies reporting a per-employee cost of $8,904 compared to $10,104 for low-performing companies. At high-performing companies, the cost per employee in ABHPs with health savings accounts (HSAs) is even lower - $7,032.
High performers defined
The performance designations are based on relative costs and cost increases, coupled with metrics that test whether an organization is meeting its health benefit objectives in certain key areas:
- managing employer and employee costs
- enhancing efficient purchasing of health care services
- enhancing employee understanding and engagement
- enhancing employee satisfaction, attraction and retention.
High-performing companies in the survey focus primarily on supporting and improving employee health. They also commit to rigorous and continuous management of their health plans and delivery processes.
For a complimentary analysis of your employee benefits programs please Contact Tom Howard at tom@clubpayroll.com
Posted on Wed, Aug 26, 2009 @ 03:11 PM
Saving "time" at your club...
What is the single biggest expense item in your club's budget? If you are like most clubs, your answer is labor and related expenses. For an average club, payroll, taxes and benefits combines to be 53% of total expenses. So, if your club is looking for ways to reduce expenses (and what club aren't these days), labor control is the first place you should look for savings.
Remember, reductions in labor expense are "cash" savings, not "efficiency" savings. In many cases, there are tens of thousands of dollars to be found by implementing simple labor controls. Ironically, many times a club will spend more time analyzing office supplies expense or phone bills than they do finding ways to control labor expense.
Where does the "time" go?
Labor waste is most often identified in one of three areas - time theft, unnecessary overtime and scheduling issues.
Time theft occurs anytime an employee is paid for time they did not actually work. For example, an early riser shows up early at golf course maintenance and clocks a few of his buddies in before they arrive. Or the "last man out" after a club event clocks out the rest of the crew. In either case, the club is paying for labor that it did not receive.
Overtime is not inherently evil. It cousin, unnecessary overtime is however. Overtime is a strong strategic tool that can be used to effectively manage the peaks of business without over staffing for the valleys. When overtime is unplanned however, it is a very expensive problem.
Scheduling issues include clocking in early, clocking out late and getting paid for unearned time off. For most positions within the club, it makes sense to restrict employees' ability to clock-in early or clock-out late. Additionally, having solid controls in place for confirming leave requests and ensuring earned time is available can be help your club stay on budget.
What is the solution?
Implementing a labor management system addresses all of the above issues and is a very simple and affordable process. Bio-metric time clocks, online scheduling and leave requests and automatic notification of employees approaching overtime are just a few of the tools available to make it easy for your club to enforce its time and attendance policies.
Show me the money!
The impact of implementing solid labor controls can be enormous. Consider an example of a club that has 150 employees and sets a goal to save five minutes per employee per day. For the sake of simplicity, we will assume each employee is full time, works 250 days per year and costs the club an average wage of $12/hour.
- 150 employees x 250 days per year = 37,500 days
- Save 5 minutes per day = 187,500 minutes or 3,125 hours
- 3,125 hours at $12/hour = $37,500 per year
Why not plug your numbers in and play around with what your savings might be if you can pick up just five minutes per day per employee. Now take a look at your overtime expense for the year and determine estimate how much is "smart overtime" and how much is "unnecessary overtime".
As you can see, the numbers add up quick. The conclusion is most clubs can accomplish major reductions in labor expense with little or no impact on service levels.