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Parks & Rec Business
| Part 1 How Professional Are You, Anyway? By Kim Uhlik What does it mean to be a “professional”? Who decides? Has the term lost its meaning? And how professional are you, anyway? An etymologist--someone who studies words--defines the root, “to profess,” is to indicate a strong belief in something and the need to publicly act on that belief--to walk the walk, so to speak. This explanation makes no reference to supervisory obligations or fair compensation. To the contrary, you might instead imagine a poorly dressed orator standing atop a chair on a street corner, imploring the passing masses to join the revolution (or to repent their alleged sins). The etymologist may also suggest another meaning for “to profess” is to claim falsely. For example, most people recognize the difference between amateur and professional sports; ideally, amateurs compete for the joy of it, often at their own expense. On the other hand, Division 1-A college football players seem to do well for themselves, and many folks see what they do as “professional.” The term is also applied to professional wrestlers and professional pet-sitters. Are any--or all--of these people actually professionals, and where does managing a recreation organization fit in to this mix? First, a distinction must be made between a profession and an occupation. Anyone who works is occupied, but is not necessarily considered professional. Second, being a professional has little to do with the amount of money earned for services provided (some professions pay poorly, while some occupations pay very well), or with the service’s exclusivity or rarity (etymology, for example). Third, and most important, the title “professional” is bestowed by those served, not self-proclaimed by the service providers. In other words, a professional is recognized because of responsibility, authenticity and dedication. So how does the public decide who the true professionals (and non-professionals) are? Figure 1 shows three factors that influence the public’s perception of what it means to be professional: discretionary risk, customer knowledge and customer valuation (Edginton, et al., 2004). Discretionary Risk Discretionary risk has two aspects: the actual danger involved in a situation, and the customers’ perception of that danger. For example, amusement park attraction designers and riders alike recognize the potentially fatal consequences of a roller coaster malfunction. Thus, planners in this field accept the substantial obligation to extensively research and test prospective ride designs, and the thrill-seeking riders accept (because those designers are acting professionally) that the roller coasters will push--but not exceed--the limits of safety. Customer Knowledge Customer knowledge is the degree to which the riders, above, understand the physics, mechanical and structural engineering, aesthetic qualities, and material costs and performance involved with coaster design: the “magic” behind the ride’s exhilaration. Given the small number of people who excel at math (and the even smaller number who ever become engineers of any kind), customers in general know little about why coasters do what they do. The public’s lack of specialized knowledge empowers the engineers who possess it. Customer Valuation Finally, customer valuation has to do with the perception of both the investment in the professional’s work and its importance in the customer’s life. The more education required, such as college degrees (e.g., Ph.D.) and other certifications (e.g., CPRP) in difficult fields of study (e.g., engineering), the higher the valuation. Similarly, the more fulfilling and transformative programs are, the more the customers will value the services. The Professional Recreation Organization A well-run children’s day-care program could be “priceless” in the eyes of satisfied parents and their kids. So again, just how professional are you, anyway? Take your customers’ view. How much discretionary risk is involved when they participate in your programs? Parks and Recreation organizations traditionally have emphasized safety. Have we perhaps been too conservative, resulting in a nonchalant attitude from customers? Certainly some level of risk exists in any program, but safety and perceived risk are not mutually exclusive. Amusement park operators absolutely thrive on the excitement-to-risk ratio, and promote it shamelessly. Very few people are injured on roller coasters in comparison to the majority of riders who achieve breathless satisfaction. Safety is designed into each nut and bolt of the roller coaster, and amusement park operators trumpet that fact at every opportunity. Responsible recreation organizations can achieve the same result by proper hiring, training, facility maintenance--and promotion. White-water rafting and skateboarding are just as thrilling as coasters, and can be equally safe through professionalism. How much do your customers understand the complexity of designing and implementing your programs, so that they appear to be effortless and seamlessly successful? Invite a few of the key players to attend behind-the-scenes planning sessions or pre-event dress rehearsals. Publish and distribute the results of your needs ID/assessment or evaluation surveys/focus groups. Those same amusement park operators invite numerous high school and college classes to special “physics days,” wherein students explore the mystery of descent angles and motion equations. Sometimes revealing the “magic” enhances the perception of professionalism. Do your customers realize that a fast-moving and competitive environment requires an increasingly higher level of educational sophistication? Hire well-qualified and certified staff at all levels, compensate them accordingly, and publicize both. Many national amusement park companies offer hiring bonuses, tuition reimbursements and longevity pay raises. Dispel the well-entrenched notion that “anyone” can do Parks and Recreation. If that was ever true, it no longer is. To be a professional, you must also “profess.” Believe, and act! Source cited: Edginton, C.R., et al. Leisure programming: A service-centered and benefits approach. 4th ed. Boston: McGraw-Hill, 2004. |
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