MWL faces competition from other clubs in recruiting members from the students’ population. The clubs exclusive use of “hand-drawn” advertisement is a poor recruitment strategy that appeals to a marginal group of candidates. Furthermore, the bureaucratization of MWL makes the club more of a formal organization than a student club, thereby leading to high turnover of members due to the inherent averseness of human nature to rules, regulations, orders and commands. MWL also has a poor motivation strategy for attracting and retaining instructors. A poor motivation strategy puts the club at a competitive disadvantage to rival organizations.
MWL members’ recruitment and retention challenges emanate from both internal and external organizational environment. Internally, the instructors are overwhelmed by their competing duties as students and as instructors. Furthermore, MWL club is replete with challenges that make the work of an instructor almost impossible such as the disability nature of the participants, which is not within the expert training and experience background of the instructor. Externally, instructors face a dilemma to work for the lucratively remunerating organizations or the non-remunerative and arduous MWL tasks.
The club should not only target the student population. Instead, MWL club should recruit instructors from the larger Canadian population. For instance, some of the participant’s parent may have the required swimming accreditations and the willingness to offer their services as instructors. MWL’s poster advertisement and referrals recruitment strategy are also ineffective. The club should, therefore, employ more successful recruitment alternatives like the use of mass media advertisement and agency workers recruitment organizations. MWL should also implement a more successful motivation strategy like paying bonuses to instructors for their services and members referrals. Furthermore, MWL shouldn’t only solicit for monetary donations to the club, but non-monetary donations such as swimming pool space and facilities. Money is not the solution to all the challenges of the club. Instead, some challenges require non-monetary interventions such as a public relation campaign to mobilize goodwill support for the club’s initiatives from all the stakeholders including participants, students, instructors, club members, the government and the community as a whole. A public relation campaign can, for instance, help the club to obtain more donations to finance its expansion and attract more instructors from both the students and the community. Such a public relation campaign doesn’t require a multi-billion budget. Instead, MWL can engage in small public relation initiatives such inviting nonmembers to its pizza celebrations. The club can foot the budget of such a pizza celebration by kindly requesting for donations from the attendees as opposed to charging money for the food.
No. The volunteer instructors already have so much on their plate to handle. More responsibilities to the volunteer instructors in the form of public relations campaign role will increase their turnover intentions. Furthermore, the instructors are specialists in offering swimming instructions rather than public relation experts, which is an entirely different field. In particular, swimming instruction career is relatively more technical compared to the more theoretical public relation role. Some instructors may, therefore, feel demeaned from the assignment of public relation role. Instead, MWL should make good use of its members locked out from the instructors’ roles due to lack of required accreditations. Assigning the public relations campaign role to the non-instructor members will solve MWL’s recruitment and retention challenges as well as turnover of members discouraged by their non-assignment to the instructor program.