Maximizing Group Exercise Instructor Performance

While 88 percent of fitness directors Eickhoff-Shemek surveyed assess instructor performance, many did not provide written feedback, and few included important criteria or performance standards. Without specific, measurable, objective and attainable benchmarks of quality instruction, feedback is difficult for group exercise instructors to interpret and incorporate for improved performance.

Before developing an evaluation system, it is essential that the fitness director has the commitment of the facility owner. Julie McNeney, chief operating officer for the International Council on Active Aging, and former supervisor at The Fitness Group in Vancouver, B.C., suggests that supervisors and owners work together to develop a vision and goal for the group fitness program, and then determine how performance appraisals fit into the larger picture. Full-time directors supervising five instructors will face different challenges than part-time directors supervising 20 instructors. Directors should incorporate an assessment plan that best fits the fitness center and group exercise program.

The evaluationform includes a 1-to-5 Likert scale rating on the followingcompetencies:

* Other (options and modifications, charisma, energy, variety, intensity checks, safety)

Ideally, a supplemental document will include a listing of performance standards for each item. For example, instructors receive a 1 if a participant intensity check is absent, and a 5 if they appropriately conduct an intensity check, explain its purpose, ask the class participants if they are within the desired range, and provide information on how to increase or decrease intensity. Instructors should be familiar with the performance standards prior to the assessment.

Peer evaluations are also a useful assessment component. Time-strapped supervisors may train their most experienced and highly rated instructors to help with the performance appraisal process, and conduct new instructor assessments and year-end reviews. Trained and competent peers may be the sole reason a fitness center with 30 instructors can feasibly implement performance appraisals. Peer assessments also encourage instructors to attend other instructors' classes, think more critically about what constitutes effective teaching and feel that they are an important part of the facility's group exercise program. Requiring each instructor to complete a 10-minute spot-check once per year is an effective way to involve all staff in the mission to improve the quality of the group fitness program.

Finally, instructors can play a critical role in evaluating management. Asking instructors to complete an anonymous assessment of the communication skills, follow-through, organization and leadership capability of their supervisor provides invaluable information to the fitness director and facility owners. The review of management can also ask staff to rate how well the organization achieves its mission, functions as a leader in the industry and serves the needs of members. Providing instructors an opportunity to be the evaluator demonstrates the director's commitment to quality improvement, and enhances communication among instructors and their supervisor.

Recognition and rewards

In addition to a performance appraisal system, an outstanding group exercise program includes a commitment to continuously recognize and reward exceptional performance. Positive feedback not only is an important motivator to maintain quality, but it also fosters a strong relationship between staff and management.

To optimize the effectiveness of positive feedback, The Fitness Group developed a motivation and recognition form that each instructor completes at hiring. The form asks instructors to articulate what motivates them, and what challenges they face in achieving their goals at that fitness center. Then, instructors rank, on a scale of 1 to 13, what motivates them most: name and picture on a bulletin board, impromptu thank-you notes, thank-you cards, name and picture in the fitness center's newsletter, verbal recognition (one-on-one), verbal recognition at staff meetings, letter of appreciation, money, gifts, discounts on fitness center amenities, registration costs at conferences, team parties, or a specific job or responsibility. The fitness director and facility owner both keep a copy of this form, and use it to appropriately recognize instructors who have done outstanding work.

Whether a formalized system or simply a commitment to thank instructors when a job is well done, recognition increases job satisfaction, builds morale, demonstrates that management cares about its staff and improves the overall quality of the group exercise program.

Professional development

An excellent way to assure that directors are given ample reason to recognize staff, and that instructors meet the fitness center's performance criteria, is to organize regular in-service trainings. Areas identified in the performance appraisal as the most in need of improvement are ideal topics. Directors can hire their best instructors or other experts in the field to lead sessions, such as how to design an effective warm-up, the proper execution and cueing of difficult exercises, and emergency procedures.

Providing partial or full reimbursement of some continuing education expenses is another useful way to recognize staff and improve the quality of the group fitnessprogram. Although costly, the investment pays for itself when instructors return from the training rejuvenated, ready to share their new knowledge with their peers, and more committed to the facility and its mission to provide the best group exercise classes for its members.

[Editor's note: The four tables associated with this article can be faxed if you send a request with the article and author name to [email protected].]