The use of seasonal staff is a major labor component and a necessity of any park agency, but particularly the smaller agencies. These workers perform routine maintenance for the most part although they can supplement in-house construction crews. Smaller agencies are forced to entrust these individuals with greater responsibilities. This requires agencies to develop a process for determining the most qualified people.

Determining Need

How many seasonal workers and for how long is a frequent question facing most park managers. Experience most often determines this: however, work loads often fluctuate from year to year. Park managers are relying more on computerized workload tracking systems compiled over several years to plan out schedules. Building and landscape inspections performed yearly also help in forecasting needed repairs from which man-hours can be estimated. The compilation of experience, past record keeping and inspections enables a park manager to more accurately pinpoint labor requirements and develop a justificaion for the budget process. recruitment

Having determined their needs, park managers must now elect a staff. Selection can best be done from a large group of candidates. To obtain a large group, recruitment is necessary, word of mouth being the most efficient method. Current employees and past seasonal help often refer the most capable people. This allows the manager a frame of reference when choosing.

Advertisements both in agency newsletters and newspaper classifieds are another common approach. Some agencies are now targeting specific groups such as early retirees (55-65) many park agencies have found this group to be willing and able, with good work habits. With their main income from pensions, they are more interested in productive work than a big paycheck. Park agencies often have to compromise to some extent with this kind of employee in the form of vacations.

Interviews

Narrowing the field to a group that can be adequately interviewed requires sifting through many applications, and it is commended that each potential employee have an application on file.

The interview process should include several topics: work experience, skills, commitment and the potential for returning for several summers. Of particular interest should be: does the individual have a valid driver's license, a criminal conviction record or any time commitments that could interfere with work?

When offering an individual a seasonal position it is best to do so in writing with the offer good for a specified time. This prevents the potential employee from procrastinating. Many agencies have developed contracts for seasonal employees which cuts down on employees quitting earlier than anticipated while others offer incentives such as free pool passes, golf or food.

Training

Training, while often overlooked for a variety of reasons, is the key to the success of the seasonal employee. Employees cannot do a good job unless they know what is expected of them.

Training begins with paper work: including the filling out of necessary tax forms. This should be followed by the distribution of seasonal employee handbooks and an explanation of what is expected of them in behavior, attire and work habits. Many agencies expand this training to include safety training, a driving test, a tour of park facilities and an appraisal of what to expect from the public and how to handle it.

Technical Training

The responsibility of training a foreman is a three-step process. The first is to give detailed oral instructions, followed by a visual demonstration, and finally, to follow-up with inspection and oral feedback to the seasonal employee.

Exit

Seasonal employees deserve feedback on their work in the form of an evaluation. This can be done in a written evaluation or in an exit interview. This gives the employee, for some of whom this is a first job. a realistic opinion of his or her work. It also allows the manager to start recruitment for next year. This is often done by return incentive raises. Returning seasonal employees are a plus for a manager as they know the system and require less training and can be used to train and supervise new seasonals.

The exit interview is also an opportunity for the manager to get a view from the other side of the fence, by seeking the seasonal employee's opinions and suggestions.

Seasonal employees have become so important to the productivity of park districts that choosing the best people has become imperative.

About the Authors
Tom Wilson is superintendent of parks of the Salt Creek Park District, Palatine; Patrick Moser is assistant superintendent of parks of the Palatine Park District.