Job Description and Specification for Fitness Director

This article provides a job-oriented and competency-oriented analysis of the role of a Fitness Director. It also includes a job description and specification for the position, outlining the responsibilities, skills, and qualifications required for the job. The article also discusses the importance of job analysis and competency-based approaches in recruitment and the advantages and disadvantages of each approach.

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Job description
Student’s Name
University
Date
Course
Lecturer

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Part one: Job-oriented analysis and competency-oriented analysis
Job-oriented analysis focusses on the activities that an individual conducts while working
for the organization. These activities determine the content of a job that an individual engages in
based on the activities and attributes that form the job. When people are engaged in employment,
they carry out a pattern of activities that form the nature of work that they do (Bohlander & Snell
2009, p. 23). This strategy is used by organizations to determine employees that are fit for the
organization and the ones that are not. For example, the supervisor will look at the past
experience of the employee to determine if they have experience undertaking such roles
previously or not. Tasks form an important part of this process, how they are carried out and the
necessary human qualities that are needed to complete the job successfully (Stybel 2010, p. 106).
The approach is used in organizations because it has several advantages like providing first hand
job-related information, creating the right job-employee fit, establishing effective hiring practices
and also assists in establishing compensation patterns. However, it also has shortcomings like,
poor incumbent data collection since the source is small, requires a lot of human efforts, it is
time consuming, and sometimes analysts lack appropriate skills for vetting the incumbent.
Therefore, the recruiter will look at the ability of the candidate to perform the required tasks.
The competency approach focusses more on professional qualifications that an individual
has. Incumbents are required to have concrete skills that can be proved through previous training
that the individual has gone through. Individual must possess proof of training to fit for the
intended job rather than having the ability to do the job (Cheng & Dainty 2005, p. 382). Here a
benchmark is provided for the incumbent thus the supervisor will work with an incumbent to
collect evidence of competence using benchmarks that are provided by a unit of standards

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comprising of the requirements within the sector. For example, the state sets certain requirements
for job categories thus the fitness director will have standards that are set for one to qualify.
Candidates are required to possess specific competencies for the job rather than have
abilities to perform the job itself. When gaining such skills, learners work on one skill at a time
as they progress further. Werbel & DeMarie (2005, p. 250) adds that candidates are required to
proof their competency by showing mastery of their skills that are required by the supervisor.
This approach is used mostly because it offers the following advantages; it focusses on the
abstract skills the incumbent has and how relevant they are to the organization, it also allows
management to asses organizational needs to determine other competencies that the incumbent
may have and lastly, it leads to recruitment of qualified people who meet the needs of the job.
However, the approach is disadvantaging since it fails to offer the right fit of skills and
experience for the job since abstract skills cannot be related to individual performance.
Sanchez & Levine (2009, p. 54) suggests that the two approaches can be used together in
analysis or recruitment of people although they differ in principle. Job analysis is described as a
traditional model for recruiting people in the organization while the competency approach is a
new model that organizations are used. Job-oriented analysis stems from specialization where
employees were required to possess specific skills for the job while competency approach
focusses on employability abilities of the employee. Thus they all focus on how the incumbent
fits in the entire organization. As organizations kept changing, the modern world requires
employees to have diverse abilities that can allow them work in different areas. Job analysis
views the job as an object of study since division of labor requires such patterns to constant
across different incumbents of the same job thus focusing on the job more. On the other hand,
Draganidis & Mentzas (2006, p. 53) argues that the two approches are similar in the context of

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meeting employee and organization needs. By stating the job requirements for each approach,
the methods satisfy the position of the incumbent and that of the organization throufh clearly
stating the connection between the two.
Job description
Job descriptions are used to communicate expectations that the organization has on
employees. A clear job description is used as a recruiting tool and a way of assisting employees
to understand the terms and responsibilities that the position holds. The incumbent will
understand the conditions that follow the job that they are applying for whether it is competency
based or task-based. Different organizations use different strategies for describing the
requirements of a particular job. However, a good job description contains the following key
areas task functions and responsibilities, performance standards, job-related skills, scope and unit
of authority, management expectations, job Competencies and experience.
Competency-based Job Description and Specification
Position: Fitness Director
Job summary
The role of this job is to contribute to the club’s financial position through achieving PT KPI and
serving club members to retain their business (through great service and training engagement).
Task functions and responsibilities
i. Prepare required standards for trainers and trainee to be followed
ii. Recruit and train trainees to achieve the organizational goal
iii. Identify strengths, weaknesses and opportunities for trainers to assist them improve
iv. Structure personal time and employee time well to achieve deliverables
v. .provide direction for the whole organization on issues that revolve around fitness.

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vi. Offer recommendations to management on how the organization can improve its
performance.
vii. Create working conditions based on fitness equipment standards.
viii. Review the rules of the fitness club and ensure they abide with any regulation changes in
the industry
Performance standards
Performance standards will be based on the following key areas for the organization
 Achieved budgets
 Number of successful trainees
 Number of new trainees successfully recruited
Job-related Knowledge, Skills and Abilities
Knowledge
 PT certificates III and IV, industry accreditations
 Fitness accreditation from Fitness Australia
 Three years’ experience as a PT
 Knowledge and experience on health and safety standards.
 Knowledge of operation of all fitness equipment
Skills
 Good communication skills
 People’s skills
Abilities

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 Good body physical ability
 Ability to work both indoor and outdoor
Scope and unit of authority
The incumbent will be in charge of the whole department and will report directly to the club
manager. This position holds authority with 24 people working under the director performing
different roles in the club. The director is the overall authority charged with the responsibility of
ensuring that all standards are met.
Management expectations
Management has higher expectations in this role since it is supposed to generate more revenue
for the club thus lead to improved profits.
Job Competency
The applicant must possess a minimum TAFE or RTO certificate and certificate in fitness.
Experience
At least three years’ experience in a busy fitness center.
Competency oriented job description
Position: Fitness Director
Job summary
To maintain and ensure that the business in all areas is run professionally and successfully at all
time. To recruit, train and develop fitness professionals to work in Goodlife Health Clubs,
ensuring all members are serviced with their health and fitness needs.
Task functions and responsibilities
i. Administration
ii. Stock Control

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iii. PT Training and Development
iv. Departmental control
v. Equipment inspections
vi. Preparing progress reports
vii. Risk assessment of the department
Performance standards
 Number of trainees recruited.
 Number of successful trainees.
 Financial resources realized.
Job-related skills
Knowledge
i. Diploma from a TAFE or RTO
ii. At least 3 years as fitness professionals
Skills
i. Good communication skills
ii. Attention to detail
iii. Leadership
iv. Organization
Abilities
i. data collection and report writing skills
ii. risk assessment skills

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iii. flexibility
iv. working within set targets
Scope and unit of authority
The incumbent will be in charge of 24 people who will work directly under him/her holding
different roles but reporting to the director. The task entails supervising all activities in the club
to ensure that they meet the required standards by performing a variety of roles that are both
indoor and outdoor.
Management expectations
Ability to maintain high professionalism at all levels
Job Competencies
The applicant must posses a minimum of a diploma from a TAFE or RTO
Experience
The incumbent must have three years’ experience in personal fitness training in a busy
environment.

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References
Bohlander, G. & Snell, S., 2009. Managing human resources. Independence. Boston: Cengage
Learning.
Cheng, M. I. & Dainty, R. I. J., 2005. Toward a multidimensional competency-based managerial
performance framework: A hybrid approach. Journal of Managerial Psychology, Volume 20, pp.
380-396.
Draganidis, F. & Mentzas, G., 2006. Competency-based management: A review of systems and
approaches. Information Management &Computer Security, Volume 14, pp. 51-64.
Sanchez, J. I. & Levine, E. L., 2009. What is (or should be) the difference between competency
modeling and traditional job analysis?. Human Resource Management Review, Volume 19, pp.
53-63.
Stybel, L. J., 2010. Managing the inner contradictions of job descriptions: A technique for use in
recruitment. The Psychologist-Manager Journal, 13(2), pp. 105-110.
Werbel, J. D. & DeMarie, S. M., 2005. . Aligning strategic human resource management and
person-environment fit. Human Resource Management Review, Volume 15, pp. 247-262.

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Appendix one: Job Description and Specification
Job Description
Job title:
Fitness Director
Job summary: To maintain and ensure that the business in all areas is run professionally
and successfully at all time. To recruit, train and develop fitness
professionals to work in Goodlife Health Clubs, ensuring all members are
serviced with their health and fitness needs.
Responsibilities
and duties:
viii. Administration
ix. Stock Control
x. PT Training and Development
xi. Departmental control
xii. Equipment inspections
xiii. Preparing progress reports
xiv. Risk assessment of the department
Authority of
incumbent
The incumbent will be in charge of 24 people who will work directly
under him/her holding different roles but reporting to the directors.
Standards of
performance
(if necessary)
Ability to maintain high professionalism at all levels
Working
conditions
(if relevant)
Working conditions are based on fitness equipment and housing
standards.

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Job Specification
‘The job specification takes the job description and answers the question, “What human traits
and experience are required to do this job well?” It shows what kind of person to recruit and for
what qualities that person should be tested.’
Knowledge 1. Diploma from a TAFE or RTO
2. At least 3 years as fitness professionals
Skills 1. Good communication skills
2. attention to detail
3. leadership
4. organization
Abilities 1. data collection and report writing skills
2. risk assessment skills
3. flexibility
4. working within set targets
Other 1. General knowledge of fitness industry

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Appendix two: Task Statements
1. Using the data from the job-oriented analysis information sheet question 3, complete the
following table for all of the tasks carried out by the incumbent of the job. Copy the table
as many times as you need. Check the text description about the way that task statements
are worded.
Task statement
KSAOs associated
with that task
Knowledge
iii. Diploma from a TAFE or RTO
iv. At least 3 years as fitness professionals
Skills
v. Good communication skills
vi. Attention to detail
vii. Leadership
viii. Organization
Abilities
v. data collection and report writing skills
vi. risk assessment skills
vii. flexibility
viii. working within set targets
Other
General knowledge of fitness industry
Task dimensions The task entails supervising all activities in the club to ensure

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(Optional) that they meet the required standards by performing a variety of
roles that are both indoor and outdoor.
Importance (1 – least
important to 5 – most
important)
This work requires 10 hours per day which forms
approximately 40% of an individual’s time.
% of time is spent on
this task
2. Take the KSAO data from the job-oriented analysis information sheet and work out
what KSAOs are needed for the job.
Knowledge
 At least 3 years as fitness professionals
Skills
 Good communication skills
 Attention to detail
 Organization
Abilities
 Multitasking
 Risk assessment skills
 Flexibility
Other

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General knowledge of fitness industry
3. Optional: Task Dimensions. Identify the various dimensions that describe the
various tasks carried out by the job.
The dimensions of the task will be defined by the nature of activities that the incumbent
engages in. These are supervisory where the incumbent will manage the flow of work
activities in the club and administrative which entails documentation of the activities that
have taken place in the club.
4. Relative importance of each of the tasks
The most important tasks fall under management which are meeting targets of the
department, ensuring standards are met, and reducing risks in the fitness centre. The next
level is secondary tasks which are mostly administrative and routine tasks like record
keeping, stock control, preparing reports and enforcing fitness standards.
5. Authority of the job
The incumbent will supervise other 24 employees working under him. These are 12 Personal
Trainers and 12 assistants who work under them. The incumbent reports to the club manager
who is the supervisor of the position.
6. Duties outside the job description
Some tasks may not necessarily fall within the job description but are relevant to the task. The
incumbent will perform the following tasks that are not related to fitness.]
 Working in other departments

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 Organizing events around programs where needed.
 Filling in and supporting sale manager on a regular basis.
7. Education background
 The incumbent needs to possess a diploma from TAFE or RTO and must be certified as
fitness expert y the Australian Fitness Center.
 Three years’ experience in fitness training or related activities.
8. Environmental conditions and nature of the job, Health and safety standards
The nature of the job is both indoor and outdoor depending on the activities being undertaken.
The environmental conditions can be defined as other, where the standards are to be observed
while the condition vary depending on the equipment being used.
The healthy standards of the job are descried mostly as other since the condition is both indoor
and outdoor. However, there is low exposure to radiation and electrical hazards when working.
Machines being used vary in size and weight thus requiring one to use work aid where necessary
to avoid injury.
9. Successful measure of the job and exceptional problems
Successful measure
Hold personal trainer numbers stable throughout the year, very successful business, happy
owner, happy staff, very happy customers, good opportunity and profit. This may lead to
promotion to higher jobs like club manager or state director of fitness.
Exceptional problems

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High stress, if things get too overwhelming need to learn how to manage stressful times.
Changes in team morale and dynamics can cause workplace friction and sometimes leads to loss
of team members.
Appendix three: Competency-based job analysis information sheet
Job title: Fitness Director
Business type: Fitness provider (Health club) Industry: Health + Fitness
What is the overall purpose of the job?
Contribute to club’s financial position through achieving PT KPI and serving club members
to retain their business (through great service and training engagement).
What are the organisation’s strategic goals that are relevant to this position?
Financial targets through trainer KPI.
How does the performance of an incumbent of this position affect the achievement of the
organisation’s goals?
It affects the overall performance of the club.
How does this position affect the achievement of the organisation’s goals?
It contributes to overall performance.
What does the incumbent need to be able to do to achieve the goals for the position? Present
them as a task statement with one of these attributes (Leading; Supporting; Presenting;
Analyzing; Creating; Organizing; Adapting; Performing) in each statement.
Attribute What does the incumbent need to be able to do?

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Supporting Nurturing, helping, growing (trainers)
Performin
g
Achieve budgets
Leading Provide direction to team, compassing company values
Organising Structure time well to achieve deliverables
Analysing Identify strengths, weaknesses and opportunities for trainers (old &new)
10. Look over that table from Question 6. You have identified certain activities and outcomes
that the employee needs to achieve. What knowledge, skills and experience is needed to
achieve that competency?
Attribute What knowledge and skills and experience is needed?
1 Industry experience from being a trainer
2 Leadership management skills from work and education
3 Intrinsic motivation, Internal drive- be able to perform at a high standard
Other useful data to collect
11. Does the incumbent supervise anyone? Yes (If no, go to Question 10)
12. How many people? 24
13. What positions are supervised? List job titles of supervised positions and number of people
supervised in each position.

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Personal training department- 24 staff
14. Is the incumbent performing duties that he/she considers unnecessary? If so, describe.
No.
15. Is the incumbent performing duties not presently included in the job description? If so,
describe.
No.
16. Education. Review the Table in Question 7. What is the minimum skill level needed for the
position?
No formal education required Apprenticeship
Basic literacy Bachelor’s degree
High school completion Graduate Certificate or diploma
Diploma from a TAFE or RTO Master’s degree
Associate Diploma from a TAFE or
RTO
Doctorate
Other
PT certificates III and IV, industry accreditations i.e. Fitness Australia
17. Experience. Review the Table in Question 7. What is the minimum amount of experience
needed to perform the job? 3 years as a PT
Contextual factors

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18. Location of the job _______________________________
Outdoor Indoor
Underground Pit
Scaffold Other (specify)
For group sessions (boot camps)
19. Environmental conditions. Rate on a scale of 0 to 10 for frequency and level of difficulty and
risk (1 – not an issue, 10 – extremely hazardous) experienced by the incumbent
Dirt 1 Dust 1
Heat 3 Cold 1
Noise 1 Fumes 1
Odour 3 Wetness/humidity 1
Vibration 1 Sudden temperature changes 3
Darkness or poor lighting 1 Other (specify)
20. Health and safety. Rate on a scale of 0 to 10 for frequency and level of difficulty and risk (1
– not an issue, 10 – extremely hazardous) experienced by the incumbent
Elevated workplace 0 Mechanical hazards 3
Explosives 0 Electrical hazards 0

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Fire hazards 0 Radiation 0
Other (specify)
21. Machines, tools, equipment and work aids/ describe briefly what machines, tools, equipment,
or work aids the incumbent works with on a regular basis.
Gym equipment
22. How will performance be measured? Describe.
KPIs – achieving correct revenue numbers, trainer numbers, 100% PT compliance and
recruitment.