Study offers hiring lessons for aquatic centers

• March 1, 2011 5:09am

Chris Chamberlain, assistant professor in the department of hospitality, recreation and tourism, conducted research to determine how aquatic centers can build a high functioning lifeguard staff and develop a better organizational culture.

Despite a few weeks left of winter, centers have begun the process of evaluating staffing needs for the upcoming season. Most programs are constantly hiring and training new staff at a replacement rate of up to 50% per year/season which may increase the risk of potential aquatic accidents due to a lower experience level among the lifeguard staff.

Chamberlain didn't travel far from the CSUEB campus to find the ideal example of the San Ramon Olympic Pool and Aquatic Center who has been owned and operated by the city's Parks and Community Services Department since 1988. Lifeguards work at the San Ramon pool for an average of six seasons vs. the national average of 2 seasons.

Chamberlain surveyed former San Ramon aquatic staff to find clues to their success. In his Parks & Recreation article, "Same team: building a better lifeguard staff," he concluded a few key traits that centers should consider for their hiring and management process.

97% of the survey respondents stated they had participated in some form of team sports growing up. "The high sense of community and camaraderie among the staff was something called 'Same Team,'" said Chamberlain. "The 'Same Team' culture helped bond the staff together in enacting the mission of the organization."

Hire good students with an average grade point average was 3.54 who are also highly involved in other extracurricular activities. "Good students and those who are engaged in other extracurricular activities may be able to focus better, divide their time effectively amidst a busy schedule, and be responsible to the task at hand," said Chamberlain.

The lifeguards also considered themselves leaders at the facility. Chamberlain said that most pointed out specific examples where they were given the opportunity to take the lead in a program area as a senior staffer, "This, in part, appeared to be a motivation tool that led staff to return to the facility in later years--to give back."

KL