When Bounce Fitness first began in 2001, it was easy to manage client records by hand. This information included height, weight, and BMI (body mass indicator) on commencement, personal programs and updates, Personal Trainer name, and comments. It was up to the Centre Manager to decide how to record and use the information. This process took time, and information was not always recorded in the most efficient or timely manner if it was recorded and updated at all. Personal Trainers had fixed classes, so a new client could slow down the entire scheduling process or Personal Trainers would be unable to complete assigned training schedules because of double-up of their time when they were inadvertently scheduled to meet a new client at the same time as leading a class. The new client was either rushed or short-changed or the class started late.
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In addition, the limited flexibility in scheduling meant that there was little opportunity to address unforeseen events that occurred during their day. A continuing concern was that there wasn’t enough time allotted for initial interviews with new clients, which was a problem for customer service and the Centre.
Even though the company had been using a spreadsheet to track classes, it had its difficulties. Many Personal Trainers felt they were being overworked having to deliver classes while still trying to build their client base. The client data wasn’t real time; instead, it was entered when the Personal Trainers had time. If there was a question from a client about a routine or information to be given to the Personal Trainer who was absent or engaged, the question or information often would not be dealt with until the Personal Trainer returned simply because the required client information was unavailable. The client often felt neglected and the tone of the conversation with the Personal Trainer became a little confrontational.
Bounce Fitness realised it needed not only a more effective method to record client information and respond to clients, but also to solve problems, such as over scheduling and Personal Trainer – management relations, in the Centre. You have been engaged to help find solutions.
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Assessment Task 2
Task 2 – Practical: Use of Creative Tools
Task 2 requires you to use idea generating tools to exhibit creative thinking and offer a solution to the organization.
Complete your answers in a Word document and upload below for your Assessor.
You will need to discuss:
- What strategies you would establish to monitor and evaluate the performance of key systems in the Case Study? Evaluate the areas where improvements can be made by implementing this system.
- Analyze the operational system currently used to deliver services in the Case Study.
- Discuss how, using the Case Study example, you would foster a creative climate, develop organisational learning, and encourage entrepreneurial behaviour by the team.
- The performance measures that you want to achieve
- Tools that you would use to develop ideas for improvement
- How you would assess and evaluate the use of each.
- Include your recorded notes from the following group activity:
Contact your Assessor for scheduling details and instructions. Message Trainer
Working with at least three and no more than eight others in your training group, complete the following as instructed.
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The Learner will act as the leader of this group using a different tool as nominated in 2d) to discover new ideas for improving the Case Study processes or systems.
When you are leading the group, you must record/document your session and conduct it as you would if it were a work situation. Remember you are working not only to get ideas, but to build an atmosphere of creativity and organisational learning.
The notes you complete for each session will form part of your Assessment evidence for submission to your Assessor, for this Task (Task 2).
On completion of the session your Assessor, who will observe you and complete this chart, must be satisfied that you are able to lead a team to create a creative climate.
- On your own, conduct research to discover if there are any emerging trends or opportunities which could be considered for incorporation into the plan you will develop.
- On your own again, discuss when it would be appropriate to consult outside experts in the Case Study.
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Assessment Task 3
Task 4 – Practical: Develop Options
- Develop a transition implementation plan. This does not have to be exact, but detailed enough to allow senior management to make a decision about whether to proceed or not. Include:
- Objectives, timelines, measures, and communication plan to manage the implementation
- Contingency plans for the elements of your idea
- Risk management and cost benefit analyses.
- Who will approve your plan?
- How will you manage failures at any point of the implementation?
- Discuss how you have incorporated sustainability into your plan.
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