unveiling the cimspa labour market intelligence report

CIMSPA Labour market intelligence project

AN UPDATETARA DILLON

A QUICK QUIZ…

Diversity? – % of white people in our sector?

54% Male / 46% Female

Activity/class/session qualityCentre cleanliness • Staff

helpfulnessStaff attentiveness • Broken

equipmentPercentage of turnover

spent on training?

What are the top five customer complaints?

What’s the male to female split in our sector?

Is there a gender pay gap?

How long do employees stay

in their current job role?5 years

Yes (£6,950): £31.5k v £24.6k

96% white0.2%

Roles with management responsibilities including – aspiring manager (supervisor, SDO), emerging

manager (duty manager, facility manager), general manager (group manager) and senior manager (CEO,

regional director)

MANAGEMENT – 60%

Response breakdown

TECHNICAL – 40%Roles with technical responsibilities including

–lifeguard, receptionist, food and beverage

assistant

WHERE OUR SECTOR WORKS

COACHING, EDUCATION & SPORT BODIES • LOCAL AUTHORITY NOT-FOR-PROFIT • PRIVATE ORGANISATIONS

1. Duty manager2. Centre manager3. Senior manager4. Sports development manager5. Contract manager, fitness manager

(equal place)

MANAGEMENT

Top 5 job roles

TECHNICAL1. Fitness instructor2. Receptionist3. Group exercise instructor4. Swimming teacher5. Personal trainer

So we could determine that the gender pay gap is due to employment status. Not so…

Management roles

Management occupations

Technical occupations

Diversity 96% of respondents were of white descent, 3% of respondents were of

any other ethnicity, and 1% of respondents preferred not to disclose. Disability, condition or illness: 12% respondents Of those respondents from an ethnic or disabled background

– 35% of respondents are in a technical role– 65% of respondents are in a management role

These figures are in fact higher than the average uptake in the same roles. So, we offer equal opportunities but our profile of BAME and disabled employees is starting from a low base.

Are we looking after our staff? We are keeping staff for longer – an average of 5yrs (was 3yrs). More men are looking to leave than women (41% male, 29% female).

Reasons: salary, lack of benefits, poor management. 75% of men in emerging manager roles are currently looking for a new

job. These are predominantly 25 -32 year olds. (40% are looking outside of the sector).

With the exception of group exercise and contract manager, women stay in their roles longer than men, but more contract managers are looking for a new job even though they have the second highest average salary.

Feeling qualified is SO important A clear majority of those asked were looking for more training in

management, and employers too highlighted 1st line management as their training priority.

YET THIS IS OUR BIGGEST DROP OFF……

Most valued training… Employers believe they get the most value out of leadership,

communication skills and customer management training areas, yet have identified leadership, managing others and business planning as most required for management training.

Employees say that the most common training they receive is the statutory health and safety courses with customer management and team management at the bottom of the list

How our sector splits training

We qualify ourtechnical staff

Why do we stop training our best so young and at a pivotal point in their careers?

TECHNICALQUALIFICATIONS

IN-HOUSETRAINING

MANAGEMENT

52%We qualify ourmanagement staff

45% 3%

37% 36% 28%

Is it down to spend? 0.5% of turnover spent on training. How much more is spent on recruiting and retraining? So how much is our sector’s staff attrition really costing?

Customer complaints

Quality of activity/class/session Centre cleanliness Staff helpfulness Alertness/attentiveness of staff Equipment not in working order

TOP 5 COMPLAINT REASONS

Poor performance = real cost Equally you said that staff poor performance costs you up to 60 hrs per

year and around £5.5K, this does not include the cost of losing custom – real or potential.

Do we really need revisit that investing in meaningful training, particularly in management WILL make a difference to retention and bottom line?

In conclusion…