COVID-19 – The Coronavirus Crisis: Staffing
Posted: April 21, 2020 in Chains, Independents
April 2020 Edition of Club Insider
By: Justin Cates
As a supplement to our Special Edition Two-Part Cover Story on COVID-19, the Coronavirus Crisis (Click Here to Read Part I), Club Insider presents the following participant responses about their Staffing. In this supplement, you will hear from Pat Laus and Kevin McHugh, Greta Wagner, Mike Alpert, Geoff Dyer, Carol Nalevanko, Jim Worthington and Linda Mitchell, Larry Conner and Rich Nelsen. Next week, we will be presenting participant responses about their Membership, followed by their Community the following week. Stay tuned, and stay safe and healthy!
The Atlantic Club
Pat Laus
Pat Laus, Owner & CEO
Kevin McHugh, COO
Q – In terms of communication with staff, how did you let them know of the club(s) closing?
A – Pat Laus and the Executive Team had developed scenarios in prior weeks to the shutdown if we were to be mandated to close. It was always Pat Laus’ intention to support all of our 725+ full- and part-time employees so they would be protected until they would be able to receive their unemployment as well as the government’s additional $600 support. The Atlantic Club was able to support our staff until April 14, which was very much appreciated by our staff members. The Atlantic Club has also covered their health care through April, and we are working to be able to cover the month of May. We communicated this to our employees the day of closing and had their paychecks ready for them. The Governor provided no lead time for his decision.
Kevin McHugh
Q – What arrangements have you made for the top echelon of staff (c-level, head office)? For how long? Will it change over time?
A – Currently, The Atlantic Club has only maintained a team of six, which includes: Pat Laus, Owner, CEO; Kevin McHugh, COO; Jan Vasys, Senior Director of Finance; Rick Laus, Senior Director of Operations; Kathy Guibord, Senior Director of Health and Wellness; and Rachel Zebrowski, Human Resource Director. All are working remotely.
Q – How have you communicated with staff since the initial announcement? How have they been involved since the club(s) closed?
A – We have been initially communicating to the staff from a human resources perspective via Rachel and supporting all in their efforts to complete their unemployment paperwork. In addition, Rachel has been personally involved on an individual basis in working through individual problems with the enrollment process. We’ve been having Zoom face-to-face catch-up sessions with the management teams across both locations. Will be sending out a mailing to all employees that shows all the education that they will be receiving at no charge based on our vendor relationships that they can complete throughout the closure, as well as urging them to remain healthy and safe during these challenging times. Once we get more information from the Governor regarding reopening, we will increase our communication levels.
Chelsea Piers Connecticut
Greta Wagner
Greta Wagner, Executive Director/EVP
Q – In terms of communication with staff, how did you let them know of the club(s) closing?
A – We communicated with team members via email and updating newsletters twice a week. Directors also reached out via phone, Zoom and text where needed.
Q – What arrangements have you made for the top echelon of staff (c-level, head office)? For how long? Will it change over time?
A – All staff that remained on board went to a very decreased flat weekly pay rate across the board regardless of position. We will reevaluate our plans as we get closer to understanding an opening date. Our furloughed employees all filed for unemployment, and the company is covering 100% of their medical and dental benefits during this time.
Q – What arrangements have you made for the on-site, salaried club staff? For how long? Will it change over time?
A – All staff that have remained on board, ones with limited on-site jobs as well as those working remotely on projects, are on the same flat rate pay. We are a team, and all team members are working together to get reopened safely as soon as possible.
Q – How about the key club service providers at the club (group ex instructors, racquet-sport pros, personal trainers, child-care attendants, etc.)? For how long? Will it change?
A – Same as previous Q/A.
Q – How have you communicated with staff since the initial announcement? How have they been involved since the club(s) closed?
A – We send out weekly emails to staff with tips on government news and programs and uplifting stories submitted by our staff. Our HR team has remained accessible and has been in constant contact with team members with questions or concerns.
The Claremont Club
Mike Alpert
Mike Alpert, President/CEO
Q – In terms of communication with staff, how did you let them know of the club(s) closing?
A – We shut down at 4:00 PM on a Monday while there were actually members and staff in the club. We put signage up on the front doors to advise anyone who we were unable to contact of the closure until further notice. In our phone room, sales associates and managers contacted all staff by phone to advise them of the closure.
Q – What arrangements have you made for the top echelon of staff (c-level, head office)? For how long? Will it change over time?
A – Everyone is working from home. I have our Pool Supervisor coming in early each morning to make sure all pool pumps and spas are working properly, the chemicals are at the appropriate levels and the backwash is working correctly.
Q – What arrangements have you made for the on-site, salaried club staff? For how long? Will it change over time?
A – N/A as they are all working from home.
Q – How about the key club service providers at the club (group ex instructors, racquet-sport pros, personal trainers, child-care attendants, etc.)? For how long? Will it change?
A – Same as previous Q/A and will remain so until the Governor allows us to reopen.
Q – How have you communicated with staff since the initial announcement? How have they been involved since the club(s) closed?
A – I have a Zoom conference call with my managers every Monday from 12:00 PM to 1:00 PM. I send an update letter to all staff and managers once or twice a week. I am, as are the managers, available by phone or email/text at anytime, day or night, seven days a week and answer all correspondence before retiring for the day.
Crunch Fitness West Florida and Atlanta
Geoff Dyer
Geoff Dyer, President
Q – In terms of communication with staff, how did you let them know of the club(s) closing?
A – Email communication.
Q – What arrangements have you made for the top echelon of staff (c-level, head office)? For how long? Will it change over time?
A – C Level staff were paid thru 3/31; after 4/1, no income. All other salaried employees will get their salary but no bonus pay.
Q – How about the key club service providers at the club (group ex instructors, racquet-sport pros, personal trainers, child-care attendants, etc.)? For how long? Will it change?
A – Hourly employees are not getting paid during closure.
Q – How have you communicated with staff since the initial announcement? How have they been involved since the club(s) closed?
A – Yes, N/A
DMB Sports
Carol Nalevanko
Carol Nalevanko, President
Q – In terms of communication with staff, how did you let them know of the club(s) closing?
A – We sent different letters to different categories of employees letting them know the status of their employment.
Q – What arrangements have you made for the top echelon of staff (c-level, head office)? For how long? Will it change over time?
A – All members of the senior team have been retained, but all will take a significant pay cut. We plan to keep the senior team together while we wait to reopen our clubs.
Q – What arrangements have you made for the on-site, salaried club staff? For how long? Will it change over time?
A – All department managers were paid full salary through April 17. We are paying for their health insurance through June 30, 2020 and will re-evaluate at that time.
Q – How about the key club service providers at the club (group ex instructors, racquet-sport pros, personal trainers, child-care attendants, etc.)? For how long? Will it change?
A – Same as previous Q/A.
Q – How have you communicated with staff since the initial announcement? How have they been involved since the club(s) closed?
A – All employees received a communication via email from me, the President of the company, to address their current employee status with the clubs.
Newtown Athletic Club
Jim Worthington
Jim Worthington, Owner
Linda Mitchell, Director of Public and Government Relations
Q – In terms of communication with staff, how did you let them know of the club(s) closing?
A – N/A
Q – What arrangements have you made for the top echelon of staff (c-level, head office)? For how long? Will it change over time?
A – The top echelon staff are still employed, being paid and working from home.
Q – What arrangements have you made for the on-site, salaried club staff? For how long? Will it change over time?
A – Most salaried staff are being paid and working from home. In some cases, they are working on specially designed team projects, such as calling each membership to check in on their health and wellbeing, answer questions and take suggestions. This project has received great response and been very successful. It is all part of our TRUST campaign.
Linda Mitchell
Q – How about the key club service providers at the club (group ex instructors, racquet-sport pros, personal trainers, child-care attendants, etc.)? For how long? Will it change?
A – These personnel have been advised to collect unemployment during the time they are not working. Some of them are so dedicated that they are providing online fitness and health content for members and the community at large, just to keep themselves top of mind for their clients and to prepare for the future when they return to rebuild their clientele. We are providing virtual content for adults, seniors and families in the areas of fitness, nutrition, salon and spa services (how to do an at-home facial, etc.) as well as general healthy and fun lifestyle activities.
Q – How have you communicated with staff since the initial announcement? How have they been involved since the club(s) closed?
A – We hosted a virtual online meeting with all staff to address issues surrounding their personal finances with advice from the owner. Many did not realize that they had options to defer or negotiate their mortgages, rent or other obligations. We also advised them on the CARES Act and the new SBA loan regulations. This was very well received and proved helpful to many. We send emails on a regular basis to update them and host virtual team meetings two times each week.
Stone Creek Club & Spa
Larry Conner
Larry Conner, General Manager
Q – In terms of communication with staff, how did you let them know of the club(s) closing?
A – In person to those who were there; by email and post to our private Stone Creek employee Facebook group for others.
Q – What arrangements have you made for the top echelon of staff (c-level, head office)? For how long? Will it change over time?
A – True to our TAKE CARE Service Principle, we have treated all of our team the same with full pay and compensation. Our core salaried department directors and engineering team have been at the club daily, on a rotating basis, to maintain the campus, systems, pools, tennis courts, amenities and provide safe access for our physical therapy group to treat patients. We are thankful to our ownership group for allowing us to fund these efforts and support our most valuable asset: Our Team.
Q – What arrangements have you made for the on-site, salaried club staff? For how long? Will it change over time?
A – As of now and through the existing closure order of 4/30, same as previous Q/A.
Q – How about the key club service providers at the club (group ex instructors, racquet-sport pros, personal trainers, child-care attendants, etc.)? For how long? Will it change?
A – As of now and through the existing closure order of 4/30, same as previous Q/A.
Q – How have you communicated with staff since the initial announcement? How have they been involved since the club(s) closed?
A – Communication by email and Stone Creek employee Facebook group posts averaging twice weekly, keeping them in the loop of any communication going out to members and the free online workouts available to members and to them. We are also updating them weekly on any changes of plans related to the stay-at-home order and relevant parts of the legislation being passed by the government. Department managers are also in direct contact with their teams weekly to check on their status and how they’re doing personally.
VASA Fitness
Rich Nelsen
Rich Nelsen, CEO
Q – In terms of communication with staff, how did you let them know of the club(s) closing?
A – VASA communicated via email and through calls with managers that we would pay all employees for two weeks after closure, reassess the situation at that time and do everything we could to support our employees and members until it was safe to re-open our clubs.
Q – What arrangements have you made for the top echelon of staff (c-level, head office)? For how long? Will it change over time?
A – VASA has furloughed 2,900 employees across clubs and corporate teams. Our priority is taking care of our people while also taking care of the business, so our employee health insurance will be covered 100% by VASA for at least the next 30 days and as long as we can afford to continue. After 30 days, we will assess the situation on a month-to-month basis.
Q – What arrangements have you made for the on-site, salaried club staff? For how long? Will it change over time?
A – VASA has furloughed approximately 90% of its employees. VASA provided two weeks’ worth of compensation to all employees during the closures, and we are doing our best to maintain a financial position that will allow us to offer our furloughed employees their jobs back once it is safe to re-open our clubs. When we made the tough decision to furlough the majority of our employees, we carefully reviewed the business-critical work and made sure we had the team in place to manage that work during closure. Employees will be brought back in phases, based on the business necessity of their roles.
Q – How about the key club service providers at the club (group ex instructors, racquet-sport pros, personal trainers, child-care attendants, etc.)? For how long? Will it change?
A – These employees are among the 90% of employees that have been furloughed.
Q – How have you communicated with staff since the initial announcement? How have they been involved since the club(s) closed?
A – Managers are staying in touch with their furloughed employees regularly to see how they are doing. Our human resources team is helping with unemployment claims, offering assistance to get those processed as quickly as possible. We are also currently looking into additional ways of supporting our furloughed employees.
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Thank you to Pat Laus and Kevin McHugh, Greta Wagner, Mike Alpert, Geoff Dyer, Carol Nalevanko, Jim Worthington and Linda Mitchell, Larry Conner and Rich Nelsen for their contributions to this cover story supplement.
