Help Wanted
- Understand children and their needs — developmental, emotional, physical
- Manage and train staff (who are often young, as well)
- Work with management negotiating space and materials
- Understand budgeting and budgetary restrictions
- Organize the program to best suit ski area
- Deal with parents and troubleshoot problems
- Communicate with management, staff, parents and children
Many ski areas report that their children’s programs account for 40 to 60 percent of total ski school business and families with small children continue to make up a large portion of lift ticket sales. This has caused some ski schools to seek ways to meet the onslaught of children and families. It has also caused ski area managers to beat the bushes trying to find supervisors who meet the qualifications outlined above … without much success.
Part of the reason that area managers have trouble finding appropriate people for the job is reflected in their attitudes and approaches toward children’s program supervisors. On the other hand, some ski schools have crackerjack managements for their children’s programs and make significant contributions to the business of the whole ski school. Interviews with these people revealed measures that ski school and ski area managements should use to get top people for this highly visible, extremely important position.
Training
PSIA provides workshops and symposiums for supervisors and instructors of children’s programs at various locations throughout the country. Also, PSIA has experts trained in children’s ski school programs who are available for consultations at fees ranging from $100 to $200 per day plus expenses. For more information on these programs, call regional offices or the national PSIA office in Lakewood, Colo.
Ski areas should also provide a supervisor with information pertaining to management issues, budgeting and customer service. If a supervisor is not involved in the ski area’s vision, it will be difficult for him or her to function as part of the management team.
Another important aspect of training is to provide it for all members of the children’s staff. Many area managers suddenly face a void when the star supervisor leaves and no one is qualified to take over. Managers should strive for depth within the programs to be able to successfully face changes.
Finally, the key to training is to complete as much as possible before the holiday rush. A supervisor must be comfortable with operations and staff to be able to present a professional package to the guests.
Support
The children’s supervisor must receive support from ski school management in terms of communication and inclusion in policies that affect the children’s program.
From a long range point of view, the ski area’s management must give consideration to the needs of a children’s program as the base facility and trails are planned. Such things as learning environment, teaching aids and convenience for families need to be an integral part of the ski area. The children’s supervisor should be considered in making plans and changes.
Compensation
It shouldn’t need to be stated, but there must be compensation commensurate with the responsibilities of the job. Some ski schools pay their children’s program instructors and supervisors less than line instructors — the “anybody can babysit” attitude predominates. Even if the ski school as a whole is not making much money, the people who teach children and manage their environment deserve the same consideration that the rest of the ski school staff receives. Otherwise, the area could provide training and support, but lose personnel to better opportunities and have to start over again.
There seems to be a vicious cycle in the search for qualified supervisory personnel for children’s programs. In many cases, the job demands expending disproportionate amounts of time and energy for a job that gives major responsibility coupled with minor authority and low pay. On the other side, there often is poor job performance because people end up with the responsibilities for which they are unprepared. The resulting poor performance leads to lack of respect. It is time to break this cycle.
Ski areas would get more return for dollars invested by hiring quality people to run children’s programs, training them and involving them in the area’s mission. From the above job description, it is apparent that some of the skills the applicant must possess and some can be learned on the job. Some of the requirements are specific to children and some are management skills. The person hired must have energy and a willingness to learn. Above all, the position of children’s program supervisor must be treated with respect.
The challenge is for ski school and ski area managements to make a difference in the productivity of children’s programs and to value these programs enough to hire, train and support good supervisors. This position is the key to a viable and productive program that will not only support the area’s family efforts, but stand on its own as a marketable entity.
