Organization

Leadership Working For Its Members

ORGANIZATIONAL STRUCTURE USAIGC  -  WEBSITE SITE: USAIGC.COM   
USAIGC: UNITED STATES ASSOCIATION OF INDEPENDENT GYMNASTIC CLUBS:  
IAIGC  INTERNATIONAL ASSOCIATION OF INSEPENDENT GYMNASTIC CLUBS: IAIGC  
CREATED WITH ONE SET OF RULES & POLICIES BROUGHT FORTH AND VOTED (OPEN) UPON BY OUR MEMBERSHIP  CLUBS EVERY TWO YEARS. ONE CLUB. ONE VOTE. SIMPLE MAJORITY WINS.WE ARE ALL EQUAL.
MANDATORY REQUIREMENT FOR MEMBERSHIP: 
100% EMPLOYEE BACKGROUND CHECK: INCLUDES: ALL OWNERS, STAFF 18+ & AND COACHES. 
A USAIGC Employee Verification Sheet: Must be filled, signed and notarized by the Club Owner(s). Good for 2 years and Newly Hired Employees must be background checked and added to the Club EMPLOYEES LIST IMMEDIATELY. ALL CLUBS EMPLOYEES ARE POSTED ON OUR  WEBSITE.
CLUBMEMBERSHIP INCLUDES:  YOUR ENTIRE STAFF (18+YRS)*
USAIGC-IAIGC RULE & POLICY PDF, CLINICS, BUSINESS WORKSHOPS,
FREE CLUB LISTING ON OUR INTERNATIONAL CLUB DIRECTORY PAGE, 
MONTHLY NEWSLETTERS, NATIONAL & INTERNATIONAL COMPETITIONS ON ALL LEVELS, 
STATE, REGIONAL* AND A USAIGC-IAIGC CLUB WORLD CHAMPIONSHIP
CLUB OWNERSHIP: The Necessary Tools For Club Owners is To Succeed Is BY Developing Strong, Successful Business Practices, Income Streams, Educational Programs & OUR International Competitive Gymnastic Program which should help gymnasts select an IGC Club. A Club Owners Association that provides an opportunity to compete around the World with one set of competitive rules & policies.  
Educational Planning: Staff ,Lesson Plans, Professional Development, Workshops, Eaely Child Development,
Motor Skills, Any skills associated with Pre-School Children that Have Educational Value
PRIMARY FUNCTION OF IGC: 
Support our Gymnastic Club Owners.
Develope Strong SuccessfulBusiness & Educational Programs.
We Are An International Club OwnersGymnastic Association.
AN INDEPENDANT CLUB OWNERS ASSOCIATION.
USAIGC'S PRIMARY FUNCTION IS TO SUPPORT OUR IGC CLUB OWNERS WITH A SMART BUSINESS INFORMATION AND AN INTERNATIONAL COMPETITIVE PROGRAM THAT GIVES EACH IGC CLUB A VOICE WITH AN OPEN VOTE. ONE; ONE CLUB, ONE MAKING ALL CLUBS EQUAL.
IGC PROVIDES IMPORTANT BUSINESSES INFORMATION TO OUR CLUB OWNERS TO DEVELOP THE NECESSARY TOOLS
WITH BUSINESS EDUCATION PROGRAMS AND AN INTERNATIONAL COMPETITIVE GYMNASTIC PROGRAM.
USAIGC/IAIGC WAS CREATED TO SUPPORT OUR CLUB OWNERS To Develop The Necessary Tools Club Owners Need To Succeed.
Educational Planning, Staff Education, Lesson Plans, Professional Development, Workshops, understanding Child Development, Motor Skills and the Skills associated with teaching.
Pre-School children that have educational value.
An Independent Club Owners Association, Our Club Owners must work together in developing strong healthy business models. WE must build our Gymnastic base together. The mentality of trying to put another club out of business is senseless. Good businesses survive. Bad businesses fail. Collectively we ALL can increase our businesses by providing “strong educationally sound programs” that have value for our students and provide a meaningful educational experience. This is what will "grow" your business.
Student Retention Rate is the success of any Gymnastic Club/School. As an Owner, YOU and YOUR Staff must conduct worthwhile educational programs that will impact the overall physical and mental development of your students. This is the value of service you provide. You teach more than "just gymnastic skills". As a Club Owner I felt that my Staff's teaching was not just about skills! It was about life's most important lesson; Learning how to handle success and failure! How To Accomplishing a task.
USAIGC-IAIGC Family must come together and learn from one another and help grow your businesses collectively. Strong businesses that are built on Strong Business Practices and driven by Value succeed! The Class student is your key to financial success. Let’s grow our Businesses and our Sport together 
As an Independent Club Owners Association:
Our Club Owners must work together in developing strong healthy
Business models. WE must build our base together. The mentality of trying to put another club out of business is senseless. Good businesses survive. Bad businesses fail. Collectively we ALL can increase our businesses by providing “strong educationally sound programs” that have value for our students and provide a meaningful educational experience. This is what will "grow" your business.

Student Retention Rate: is the success of any Gymnastic Club/School. 
As an Owner, YOU and YOUR Staff must conduct worthwhile educational programs that will impact the overall physical and mental development of your students. This is the value of service you provide. You teach more than "just gymnastic skills". As a Club Owner I felt that my Staff's teaching was not just about skills! It was about life's most important lesson; Learning how to handle success and failure! How To Accomplishing a task.
As a USAIGC-IAIGC Family Member WE must come together and learn from one another and help grow your businesses collectively. Strong businesses that are built on Strong Business Practices and driven by Value. The Class student is your key to financial success. 
Let’s grow our Businesses and our Sport together  
A Good A Leader/OWNER  Will DO Any of These 5 Things
1. Engaged employees are 17% more productive and 21% more profitable. Engaged employees are your strongest asset. In times of disruption, this is even more true. Engaged employees consistently outperform their colleagues by solving new problems, innovating, and creating new customers. Engaged employees are 17% more productive and 21% more profitable. companies prioritize engaging employees to create sustained growth. Make sure you have a workforce that isn't distracted can be difficult to achieve, but it must be core to your business strategy to remain competitive. Here are a few ways to do it in the coronavirus age.
Maintain clear and consistent communication
During this time of upheaval, employees have more on their mind than day-to-day activities, which can cause them to lose focus. To keep them grounded at work, maintain a constant and open line of communication -- whether through regular updates over email or Slack, or semi-regular townhall meetings. This allows employees to keep productivity high and reassures them during an uncertain period. Connect  with employees & parents and detail perspective on the business landscape as well as anecdotes about how the outbreak was affecting her personally. For example, Schultz shared in one entry, "As terrible as this situation is, I do find myself feeling very bonded with the world as we unite together to do the right thing." Schultz said, "People want to feel safe and secure. Daily, authentic and human communication allows you to build trust -- reassuring people through regular check-ins -- rather than having them fill in the blanks."
3. Upskill your employees Successful upskilling, or reskilling, focuses on innovation and is seen as both a technology and human capital investment. "When it comes to innovation it can't come from just leadership, it comes from everybody."
A few key areas to upskill employees include relevant emerging technologies, investing platforms, and the cloud. "This enables companies to deliver a better digital experience to customers and ensure employees have the ability to use these newly-implemented platforms to drive true value," Look into new technologies for training, like virtual reality, which was found to improve employee's confidence in new skills by 340%
4. Lead with empathy unhealthy stress can wreak havoc on everyone, inhibit productivity, and lead to detached employees. "When an employee is showing signs that they're struggling in some way, the best thing a manager can do is encourage them to discuss any fears or concerns, empathize with what they're experiencing and help them outline what needs to be done to address the challenges head-on," said Billie Heartless CHRO of Mitel. "This is what good humans do for each other and it strengthens the employee-manager relationship, which is essential to fostering long-term engagement and high performance," Heartless said. Redeploy your workforce to give customers more value
Redeploying your workforce is one way to engage employees. Yet you need to be strategic in how you do this. For instance, you should focus on redeploying employees to give more value to your customers.
The first step is determining how value is defined for each customer." For instance, is value related to lower cost? Is it related to a more holistic set of services or better experience? When value is defined, decisions can be made to positively impact customers and deploy talent in areas that will drive change in specific areas and for the organization as a whole. "By following these tips to engage your workforce, you can improve the productivity and profitability of your organization. Though it can be tough with a distributed workforce, the key is to come back to providing consistent communication, improving manager engagement, and offering new opportunities to learn.
And always remember to put your people before profit. As Schultz shared, "Our focus has been on employees first, customer retention second, and then financials on the belief that the first two will lead to success on the financial front." A Good A Leader Will DO Any of These 5 Things: Engaged employees are 17% more productive and 21% more profitable. Engaged employees are your strongest asset. In times of disruption, this is even more true. Engaged employees consistently outperform their colleagues by solving new problems, innovating, and creating new customers. Engaged employees are 17% more productive and 21% more profitable. companies prioritize engaging employees to create sustained growth. Make sure you have a workforce that isn't distracted can be difficult to achieve, but it must be core to your business strategy to remain competitive. Here are a few ways to do it in the coronavirus age.
1. Maintain clear and consistent communication
During this time of upheaval, employees have more on their mind than day-to-day activities, which can cause them to lose focus. To keep them grounded at work, maintain a constant and open line of communication -- whether through regular updates over email or Slack, or semi-regular townhall meetings. This allows employees to keep productivity high and reassures them during an uncertain period.
2. Create connection with employees & parents Laurie Schultz, President & CEO of Galvanize, kept a CEO diary that she shared daily with employees for the first three months of the outbreak. In the diary, she detailed her perspective on the business landscape as well as anecdotes about how the outbreak was affecting her personally. For example, Schultz shared in one entry, "As terrible as this situation is, I do find myself feeling very bonded with the world as we unite together to do the right thing." Schultz said, "People want to feel safe and secure. Daily, authentic and human communication allows you to build trust -- reassuring people through regular check-ins -- rather than having them fill in the blanks."
3. Upskill your employees Successful upskilling, or reskilling, focuses on innovation and is seen as both a technology and human capital investment. "When it comes to innovation it can't come from just leadership, it comes from everybody." A few key areas to upskill employees include relevant emerging technologies, investing platforms, and the cloud. "This enables companies to deliver a better digital experience to customers and ensure employees have the ability to use these newly-implemented platforms to drive true value, Look into new technologies for training, like virtual reality, which was found to improve employee's confidence in new skills by 340%
4. Lead with empath Unhealthy stress can wreak havoc on everyone, inhibit productivity, and lead to detached employees. "When an employee is showing signs that they're struggling in some way, the best thing a manager can do is encourage them to discuss any fears or concerns, empathize with what they're experiencing and help them outline what needs to be done to address the challenges head-on," said Billie Heartless CHRO of Mitel. "This is what good humans do for each other and it strengthens the employee-manager relationship, which is essential to fostering long-term engagement and high performance, Redeploying your workforce is one way to engage employees. Yet you need to be strategic in how you do this. For instance, you should focus on redeploying employees to give more value to your customers.  "The first step is determining how value is defined for each customer." For instance, is value related to lower cost? Is it related to a more holistic set of services or better experience? When value is defined, decisions can be made to positively impact customers and deploy talent in areas that will drive change in specific areas and for the organization as a whole. "By following these tips to engage your workforce, you can improve the productivity and profitability of your organization. Though it can be tough with a distributed workforce, the key is to come back to providing consistent communication, improving manager engagement, and offering new opportunities to learn And always remember to put your people before profit. As Schultz shared, "Our focus has been on employees first, customer retention second, and then financials on the belief that the first two will lead to success on the financial front."
What Should Merit Raises Be Based On? Justification for a merit increase is important because of the financial investment the pay increase represents.  Merit increases can have a significant impact on an organization’s payroll cost over the span of perhaps decades that an employee works for an organization. 
For example, let’s say you have two employees and each makes $10 per hour.  Employee A receives a merit increase of 2% and employee B receives a 5% pay increase.  The 2% increase is equivalent to $416 for the year and 5% equals $1040 for the year – more than double.  Multiply that times ten years and the employee who receives the higher increase will cost the organization much more over that ten year period of time. Now let’s say employee A gets 2% a year every year for ten years and the employee B gets 5% every year for ten years and this is what it looks like:
As you can see employee B, who received the 5% increases over the course of ten years, cost the organization $42,392 more than employee A.  Now do the math for the higher earners in your organization and the difference can be staggering.  This is why it is so important to have a structured performance management process that helps to control costs and justifies merit increases for those employees who perform well.
Managing employee performance can help to control biases associated with managing employees and provides the
framework for rewarding strong performers while identifying poor performers.
MERIT PAY INCRESE BASED ONperformance appraisal document is a key tool used in assessing performance.  When employees are scored on dimensions of performance, and those scores are tied to percentage increases, good performers get rewarded with a higher percentage of the pot.
Scoring the performance appraisal form and then tying the scores to raise distribution is an objective way to ensure your best performers are receiving a higher percentage of allocated raise dollars.
Ok, let’s look at the performance appraisal document again and see the dimension scores and look at this example:
Let’s say there are 7 dimensions that are being scored and for dimension one the employee received a score of 3, dimension two a score of 3, dimension three a score of 4, and so on.
Dimension one       Score = 3          Dimension two        Score = 3
Dimension three     Score = 4          Dimension four       Score = 3
Dimension five       Score = 5           Dimension six         Score = 3
Dimension Seven    Score = 4
Total score =   25
What you want to do is total the scores.  In this particular example if you add up the dimension scores you get a total score of 25 out of a possible 35 (7 dimensions X 5 points). 
Now if you take that score of 25 and divide it by 7 (the number of dimensions) you get an average score of 3.5 – (25/7 = 3.5).   This is the score that will determine the employee’s percentage merit increase.  Next, you want to do this on all of your employees and come up with a list of average scores.
Ok we’ve got the scores but how do you tie those scores to raises? Let’s go through an example.  Let’s say (for the sake of easy math) that you have:
-11 employees each making $10/hour
-you budgeted 3.5%  for raises which generates a pool of merit increase dollars of $8,008 (.035X$228,800). The $228,800 comes from 11 employees X 2080 hours X $10/hour = a salary budget of $228,800.
Lets also say that you have determined that the average performance appraisal scores (3.0) will receive a 3.5% increase – and those scoring below average will receive less, those scoring above will receive more.
Now let’s look at what this might look like: As you can see from the example below, there are 11 employees listed, a,b,c,etc.  The next column shows their average scores as well as an overall average score for all employees.  Now in the next column, you can see the percent increase that was awarded to each employee based on the predetermined criteria. Some employees received as low as 2% increase and the higher performers received as high as 4.5% increase which translates into a raise of $416 for the poor performers but more than twice as much, $936 for the higher performing employees.  
Now if you total what all of these increases add up to, you’ll see that these pay increases will cost the organization $8,008 which ends up being exactly what was budgeted  -$8008.
This is an oversimplified example to demonstrate how this can be done.  Obviously when there are dozens or even hundreds of employees this scenario would look much different. It is common for larger organizations to allocate the raise percentages to the individual department and allow managers to award raises specifically to their own area. Another thing to remember is the importance of organizational culture and communicating clearly with all employees about their raise increases. The higher performers should be aware that they received a higher percentage but the lower performers should also be told that they received less because of their performance scores.  This should serve as an encouragement for the good performers and possibly a wake-up call for the under performers .And lastly, it doesn’t matter how high the raise percentage is, most employees don’t think it’s enough and that is just something you need to be aware of and not get overly concerned with.  Statistics show most people don’t think they are paid for what they think they are worth and that organizations have unlimited resources for salaries – we know that’s not true
Advantages and Disadvantages of Performance Appraisals
Employees, as well as managers, often question why organizations do employee performance appraisals.
Anyone who has ever been on the receiving end of a performance appraisal could argue why they perceive it to be ineffective and a complete waste of time. Employees often feel unjustly assessed, and managers often go through a forced annual process to comply with job expectations. This doesn’t make it easy for either party.
So what exactly is a performance appraisal?
A performance appraisal is an evaluation done on an employee’s job performance over a specific period of time. It is the equivalent of a report card on an employee and how their manager assessed their performance over the prior year. Anyone who has worked in more than one department or at more than one organization can attest to the fact that not all performance appraisal processes are the same. The varying systems and processes are all over the map. Unfortunately, some are done so poorly that they are not only designed to fail, but also to create a negative experience for both the manager as well as the employee.
So why do organizations do performance appraisals?
There are many varying opinions on the subject of performance appraisals and why they are done.
Some organizations do performance appraisals because they feel obligated to do them – because everyone else does. Other organizations do performance appraisals to make sure they have a piece of paper in the employee’s file – in case they ever need to do corrective action.
A Good A Leader/OWNER  Will DO Any of These 5 Thing
Engaged employees are 17% more productive and 21% more profitable. Engaged employees are your strongest asset. In times of disruption, this is even more true. Engaged employees consistently outperform their colleagues by solving new problems, innovating, and creating new customers. Engaged employees are 17% more productive and 21% more profitable. companies prioritize engaging employees to create sustained growth. Make sure you have a workforce that isn't distracted can be difficult to achieve, but it must be core to your business strategy to remain competitive. Here are a few ways to do it in the coronavirus age.
-Maintain clear and consistent communication
During this time of upheaval, employees have more on their mind than day-to-day activities, which can cause them to lose focus. To keep them grounded at work, maintain a constant and open line of communication -- whether through regular updates over email or Slack, or semi-regular townhall meetings. This allows employees to keep productivity high and reassures them during an uncertain period. Connect  with employees & parents Laurie Schultz, President & CEO of Galvanize, kept a CEO diary that she shared daily with employees for the first three months of the outbreak. In the diary, she detailed her perspective on the business landscape as well as anecdotes about how the outbreak was affecting her personally. For example, Schultz shared in one entry, "As terrible as this situation is, I do find myself feeling very bonded with the world as we unite together to do the right thing." Schultz said, "People want to feel safe and secure. Daily, authentic and human communication allows you to build trust -- reassuring people through regular check-ins -- rather than having them fill in the blanks."
3. Upskill your employees Successful upskilling, or reskilling, focuses on innovation and is seen as both a technology and human capital investment. PwC's U.S. and Global Advisory Leader, shared, "When it comes to innovation it can't come from just leadership, it comes from everybody."
A few key areas to upskill employees include relevant emerging technologies, investing platforms, and the cloud. "This enables companies to deliver a better digital experience to customers and ensure employees have the ability to use these newly-implemented platforms to drive true value," Also recommended looking into new technologies for training, like virtual reality, which was found to improve employee's confidence in new skills by 340%
4. Lead with empathy Unhealthy stress can wreak havoc on everyone, inhibit productivity, and lead to detached employees. "When an employee is showing signs that they're struggling in some way, the best thing a manager can do is encourage them to discuss any fears or concerns, empathize with what they're experiencing and help them outline what needs to be done to address the challenges head-on," said Billie Hartless CHRO of Mitel. "This is what good humans do for each other and it strengthens the employee-manager relationship, which is essential to fostering long-term engagement and high performance," Heartless said. Redeploy your workforce to give customers more value
Redeploying your workforce is one way to engage employees. Yet you need to be strategic in how you do this. For instance, you should focus on redeploying employees to give more value to your customers.
"The first step is determining how value is defined for each customer." For instance, is value related to lower cost? Is it related to a more holistic set of services or better experience? When value is defined, decisions can be made to positively impact customers and deploy talent in areas that will drive change in specific areas and for the organization as a whole. "By following these tips to engage your workforce, you can improve the productivity and profitability of your organization. Though it can be tough with a distributed workforce, the key is to come back to providing consistent communication, improving manager engagement, and offering new opportunities to learn.
And always remember to put your people before profit. As Schultz shared, "Our focus has been on employees first, customer retention second, and then financials on the belief that the first two will lead to success on the financial front." A Good A Leader Will DO Any of These 5 Things: Engaged employees are 17% more productive and 21% more profitable. Engaged employees are your strongest asset. In times of disruption, this is even more true. Engaged employees consistently outperform their colleagues by solving new problems, innovating, and creating new customers. Engaged employees are 17% more productive and 21% more profitable. companies prioritize engaging employees to create sustained growth. Make sure you have a workforce that isn't distracted can be difficult to achieve, but it must be core to your business strategy to remain competitive. Here are a few ways to do it in the coronavirus age.
1. Maintain clear and consistent communication
During this time of upheaval, employees have more on their mind than day-to-day activities, which can cause them to lose focus. To keep them grounded at work, maintain a constant and open line of communication -- whether through regular updates over email or Slack, or semi-regular townhall meetings. This allows employees to keep productivity high and reassures them during an uncertain period.
2. Create connection with employees & parents Laurie Schultz, President & CEO of Galvanize, kept a CEO diary that she shared daily with employees for the first three months of the outbreak. In the diary, she detailed her perspective on the business landscape as well as anecdotes about how the outbreak was affecting her personally. For example, Schultz shared in one entry, "As terrible as this situation is, I do find myself feeling very bonded with the world as we unite together to do the right thing." Schultz said, "People want to feel safe and secure. Daily, authentic and human communication allows you to build trust -- reassuring people through regular check-ins -- rather than having them fill in the blanks."
3. Upskill your employees Successful upskilling, or reskilling, focuses on innovation and is seen as both a technology and human capital investment. PwC's U.S. and Global Advisory Leader, shared, "When it comes to innovation it can't come from just leadership, it comes from everybody." A few key areas to upskill employees include relevant emerging technologies, investing platforms, and the cloud. "This enables companies to deliver a better digital experience to customers and ensure employees have the ability to use these newly-implemented platforms to drive true value," Kande also recommended looking into new technologies for training, like virtual reality, which was found to improve employee's confidence in new skills by 340%
4. Lead with empath Unhealthy stress can wreak havoc on everyone, inhibit productivity, and lead to detached employees. "When an employee is showing signs that they're struggling in some way, the best thing a manager can do is encourage them to discuss any fears or concerns, empathize with what they're experiencing and help them outline what needs to be done to address the challenges head-on," said Billie Hartless CHRO of Mitel. "This is what good humans do for each other and it strengthens the employee-manager relationship, which is essential to fostering long-term engagement and high performance,". Redeploying your workforce is one way to engage employees. Yet you need to be strategic in how you do this. For instance, you should focus on redeploying employees to give more value to your customers. "The first step is determining how value is defined for each customer." For instance, is value related to lower cost? Is it related to a more holistic set of services or better experience? When value is defined, decisions can be made to positively impact customers and deploy talent in areas that will drive change in specific areas and for the organization as a whole. "By following these tips to engage your workforce, you can improve the productivity and profitability of your organization. Though it can be tough with a distributed workforce, the key is to come back to providing consistent communication, improving manager engagement, and offering new opportunities to learn And always remember to put your people before profit. As Schultz shared, "Our focus has been on employees first, customer retention second, and then financials on the belief that the first two will lead to success on the financial front."
What Should Merit Raises Be Based On? Justification for a merit increase is important because of the financial investment the pay increase represents.  Merit increases can have a significant impact on an organization’s payroll cost over the span of perhaps decades that an employee works for an organization. 
For example, let’s say you have two employees and each makes $10 per hour.  Employee A receives a merit increase of 2% and employee B receives a 5% pay increase.  The 2% increase is equivalent to $416 for the year and 5% equals $1040 for the year – more than double.  Multiply that times ten years and the employee who receives the higher increase will cost the organization much more over that ten year period of time. Now let’s say employee A gets 2% a year every year for ten years and the employee B gets 5% every year for ten years and this is what it looks like:
As you can see employee B, who received the 5% increases over the course of ten years, cost the organization $42,392 more than employee A.  Now do the math for the higher earners in your organization and the difference can be staggering.  This is why it is so important to have a structured performance management process that helps to control costs and justifies merit increases for those employees who perform well.
Managing employee performance can help to control biases associated with managing employees and provides the
framework for rewarding strong performers while identifying poor performers.
MERIT RAISES BASED ON: A performance appraisal document is a key tool used in assessing performance.  When employees are scored on dimensions of performance, and those scores are tied to percentage increases, good performers get rewarded with a higher percentage of the pot.Scoring the performance appraisal form and then tying the scores to raise distribution is an objective way to ensure your best performers are receiving a higher percentage of allocated raise dollars.
Ok, let’s look at the performance appraisal document again and see the dimension scores and look at this example:
Let’s say there are 7 dimensions that are being scored and for dimension one the employee received a score of 3, dimension two a score of 3, dimension three a score of 4, and so on.
Dimension one         Score = 3          Dimension two         Score = 3
Dimension three      Score = 4           Dimension four        Score = 3
Dimension five         Score = 5           Dimension six         Score = 3
Dimension Seven     Score = 4
Total score =   25
What you want to do is total the scores.  In this particular example if you add up the dimension scores you get a total score of 25 out of a possible 35 (7 dimensions X 5 points). Now if you take that score of 25 and divide it by 7 (the number of dimensions) you get an average score of 3.5 – (25/7 = 3.5).   This is the score that will determine the employee’s percentage merit increase.  Next, you want to do this on all of your employees and come up with a list of average scores.
Ok we’ve got the scores but how do you tie those scores to raises? Let’s go through an example.  Let’s say (for the sake of easy math) that you have:
-11 employees each making $10/hour
-you budgeted 3.5%  for raises which generates a pool of merit increase dollars of $8,008 (.035X$228,800). The $228,800 comes from 11 employees X 2080 hours X $10/hour = a salary budget of $228,800.
Now lets also say that you have determined that the average performance appraisal scores (3.0) will receive a 3.5% increase – and those scoring below average will receive less, those scoring above will receive more.
Now let’s look at what this might look like: As you can see from the example below, there are 11 employees listed, a, b, c, etc.  The next column shows their average scores as well as an overall average score for all employees.  Now in the next column, you can see the percent increase that was awarded to each employee based on the predetermined criteria. Some employees received as low as 2% increase and the higher performers received as high as 4.5% increase which translates into a raise of $416 for the poor performers but more than twice as much, $936 for the higher performing employees.  
Now if you total what all of these increases add up to, you’ll see that these pay increases will cost the organization $8,008 which ends up being exactly what was budgeted  -$8008.
This is an oversimplified example to demonstrate how this can be done.  Obviously when there are dozens or even hundreds of employees this scenario would look much different. It is common for larger organizations to allocate the raise percentages to the individual department and allow managers to award raises specifically to their own area. Another thing to remember is the importance of organizational culture and communicating clearly with all employees about their raise increases. The higher performers should be aware that they received a higher percentage but the lower performers should also be told that they received less because of their performance scores.  This should serve as an encouragement for the good performers and possibly a wake-up call for the under performers .And lastly, it doesn’t matter how high the raise percentage is, most employees don’t think it’s enough and that is just something you need to be aware of and not get overly concerned with.  Statistics show most people don’t think they are paid for what they think they are worth and that organizations have unlimited resources for salaries – we know that’s not true
Advantages and Disadvantages of Performance Appraisals
Employees, as well as managers, often question why organizations do employee performance appraisals.
Anyone who has ever been on the receiving end of a performance appraisal could argue why they perceive it to be ineffective and a complete waste of time. Employees often feel unjustly assessed, and managers often go through a forced annual process to comply with job expectations. This doesn’t make it easy for either party.
So what exactly is a performance appraisal?
A performance appraisal is an evaluation done on an employee’s job performance over a specific period of time. It is the equivalent of a report card on an employee and how their manager assessed their performance over the prior year. Anyone who has worked in more than one department or at more than one organization can attest to the fact that not all performance appraisal processes are the same. The varying systems and processes are all over the map. Unfortunately, some are done so poorly that they are not only designed to fail, but also to create a negative experience for both the manager as well as the employee.
So why do organizations do performance appraisals?
There are many varying opinions on the subject of performance appraisals and why they are done.
Some organizations do performance appraisals because they feel obligated to do them – because everyone else does. Other organizations do performance appraisals to make sure they have a piece of paper in the employee’s file – in case they ever need to do corrective action.
THE SUCCESS  OF ANY Business Revolves Around Three Components: 
INCOME: 
money received for providing services and goods.
EXPENSES: the costs incurred in providing those services and goods.
PROFITS: the financial gain that is the difference between the amount earned and the amount spent in buying, operating, producing or providing something. 
BUSINESS OWNERS must create a Value Driven BusinessValue is what drives every successful business
You must define the value of your business, as well as your Business Goals and Objectives.
Being a Club Owner is not a part time Job.  Your major responsibilities is the operation and organization of your business, managing your employees and dealing with your clients! Ownership is about priorities and sound business practices. For a Business to succeed it MUST have an Intelligent Business Plan that will create a profit yielding business! A Business cannot run on love alone. Your passion is important but it's all about income and expenses. 
TAXES: Get a handle on Taxes. We all hate to do them but you should know what it’s all about. Even using an Accountant. TAX BASICS: the amount that you or your business  will pay in annual taxes depends on several factors: The legal form of your business, how much money it made during the year, what your expenses were, how sharp your accountant is and how much money you personally know abuot the tax system.   
DEDUCTIONS:  You can deduct "ordinary and necessary" business expenses to reduce your taxable income: 
travel, inventory, labor costs ARE THEIR LOOPHOLES:ENTERTAINMENT EXPENSES: 50%-ANY ACTIVITY THAT RELATES TO YOU BUSINESS. KEEP GOOD RECORDS AND RECEIPTS AND BE ABLE TO PROVE THAT THE EXPENSES WASACTUALLY RELATED TO THE BUSINESS. ALSO: WRITE WHOM YOU WERE WITH ON THE RECEIPT BEFORE FILLING IT AWAY. TRAVEL, AUTOMOBILE, BUSINESS LOSES, LOANS & CREDIT CARDS PROFESSIONAL ASSOCIATIONS, BUSINESS GIFTS, BANK CHARGES, MAGAZINES & BOOKS, LOSES DUE TO THEFTT, LOSES DUE TO THEFT, COMMISSION PAID, WEBSITE DEVELOPMENT, PARKING & TOOLS, SRMINARS, BUS FARR, CHARITY:
SOLE PROPERIETOTS, PARTNERSHIPS, LLC AND CORPORATIONS CAN PASS THROUGH CHARITABLE CONTROBUTIONS TO THE OWNERS’S PERSONAL TAX RETURN.
C-CORPRATIONS MAY CLAIN ANY CHARITABLE  DEDUCTION FOR THEMSELVES.
TAXES, SALES TAX ON ITEMS THAT YOU BUY FOR HE BUSINESS ARE DEDUCTIONS.
FUEL AND EXERCISE TAKES ARE OFTEN OVERLOOKED DEDUCTIONS.
PROPERTY TAX AND LOCAL ASSESSMENTS ARE DEDUCTABLE.
EMPLOYMENT PROPERTY TAX AND LOCAL ASSEMENTS ARE DEDUCTABLE, PROPERTY TAX AND LOCAL ASSESSMENTS DEDUCRIBLE, PROPERTY TAX AND LOCAL ASSESSMENTS STE DEDUTIBLE.
EMPLOYMENT TAXES THAT YOU PAY ARE ALL DEDUCTIBLE, ALTHOUGH THESE”SELF-EMPLOYMENT TAX PAID BY INDIVIDUAL IS NOT DEDUCTIBLE, AND NEITHER ID FEDERAL INCOME TAX PAID.
PS: KEEP GOOD RECORDS. KEEO ALL RECEIPTS. KEEP TRACK OF MINEAGE.

 

EMPLOYEE TAXES GO HAND AND HAND WITH WHEN HIRED.
EMPLOYEES NEED TO FILL OUT A FEDERAL W-4 FORM AND IMMIGRATION
NATURALIZATION 
EMPLOTEES NEEDTO FILL OUT SERVICE FORM I-9
AS YOU PAY THEM YOU WILL NEED TO DEDUCT A VARIETY OF TAXES FROM THIR PAYCHECKS.
SOCIAL SECURITY: TAXES (ALSO KNOWN AS FICA) MUSY BE WITHED AND PAY TO THE FEDERAL GOVERNMANT.
MEDICARE: MUST ALSO BE WITHHELD. YOU NEED TO MATCH AND PAY THIS AMOUNT. 
UNEMPOYMENTT TAX. NEED TO WITHHOD, MATCH, AND PAY THIS TAX
STAE INCOME TAXES: THESE ARE WITHHELD. W-2 AND 1099 MADE EASIER:
WHETHER YOU ARE AN INDEPENDENT, OR A BUSINESS WITH EMPLOYEES AND HIRE CONTRACTORS, 1099 AND W-2S ARE PART OF YOUR LIFE AND PROBALY A CONFUSING AT THAT.
GOOD NEWS: CHECK GREATLAND.COM THEY ARE THE LEADER IN 1099 AND W-2’s ARE PART OF YOUR LIFE AND PROBABLY A CONFUSING PART.GOOD NEWS: REPORTING WITH ALL OF THE OTHER FORMS AND SOFTWARE YOU MADE TO TAKE WHAT IS OFTEN REPORTING WITH ALL OF THE OTHER FORMS AND SOFTWARE YU MADE NEED TO TAKE WHAT IS OFTEN A COBFUSING ISSUE AND MAKE IT MUCH SIMPLER.
TAXES AND PAROLL ARE NOT EASY ISSUES FOR MOST SMALL BUSINESSES, WHICH IS WHY MOST SMALL BUSINESSES OFTEN OUTSOURCE THIS TASK.
TAXS AND PAYROLL ARE NOT EASY ISSUES FOR MOST SMALL BUSINES OWNERS WHICH IS WHY BUSINESSES OFTEN OUTSOURCE THIS TASK.
SALES TAX. 5 STARES IN THE US HAVE NO SALES TAX! DE, NH, MONTANA, ORAGON, AND PARTS OF ALASKA.
TAX DEADLINE      APRIL 15 Deadline: 
CORPIRATIONS FILE RETURNS WITHIN 2.5 MONTHS OF THEIR END OF THEIR FIRST FISCAL YEAR.
QUARTERY ESTIMATED TAXES ARE DUE FOUR TIMES A YEAR.
APRIL 15-JUNE 15 – SEPTOMER 15 – JANUARY 15
SALES TAX DUE QUARTERLY OR MONTHLY, DEPENDING ON WHAT STATE YY ARE IN.
EMPLOYEES TAXES MAY BE DUE WEEKLY, MONTHLY, DEPENDING ON THE NUMBER OF EMPLOYEES YOU HAVE. QUARTERLIES SHOULD BE PAID BY ANY SMALL BUSINESS THAT EXPECTS TO PAY AT LEAST $500IN TAXES FORV THE YEAR.YOU ARE SUPOISED TOPAY EIHER 90% OF THE TAX YOU EXPECT TO OWE OVER 100 PER CEBT OF THE PREVIOUS YEARS TAXES.
PROPERTY TAX: IF YOU OWN PROPERTY.
IF YOU LEASE PROPERTY YOU MAY BE REQUIRED TO PAY PROPERTY TAX. IN SOME LEASES THE OWNER PAYS RGE BAE-YEARS TAXES-AN AMOUNT EQUAL TO THAT OWNED THE YEAR BEFORE THE LEASE WAS SIGNED-AND THE LEASE (YOU PAYs ANY INCREASES. IN MOST PLACES THE OWNER PAYS THE BAE-YEAR TAXES-AND AMOUNT EQUAL TO THAT OWNED THE YEAR BEFORE THE LEASE WAS SIGNED-AND THE LEASE (YOU PAY ANY INCREASES. IN MOST PLACES, THE TAX RATE ON COMMERCIAL PROPERTY IS SIGNIFICANTLY HIGHER THAN ON RESIDENTAL PROPERTY. 
CHECK TO SEE IF YOU HAVE TO PAY ANY INCREASES. IN MANY PLACIES, THE TAX RATE ON COMMERCIAL PROPERTY IS SIGNIFICANTY HIGHER THAN ON RESIDENTAL PROPERTY.
TAX TIP: ALL SMALL BUSINESS OWNERS WANT TO SAVE OF THEIR TAXES. THE QUESTION IS HOW!
THERE ARE MANY STRATEGIES YOU CAN ADOPT TO HELP REDUCE YOUR TAX BITE. YOU MUST TAKE ACTION SOON. DO NOT WAIT UNTIL DECEMBER 31!
AS A IAIGC FAMILY OF CLUB OWNERS WE MUST COME TOGETHER AND LEARN FROM ONE FROM ONE ANOTHER TO HELP GROW OUR BUSINESSES COLLECTIVEY 
Strong businesses that are built on Strong Business Practices and driven by Value, succeed! The Class student is your key to financial success. Let’s Grow Our Businesses and Sport Togetherr.  
GYMNASTIC CLUB OWNERS PRIMARY FUNCTION: RUNNING A BUSINESS THAT TEACHES GYMNASTIC SKILLS AS WELL AS OTHER INCOME PRODUCING ACTIVITIES. 
SMART CLUB OWNERS Will DO Any of These 5 Things
1. Engaged employees are 17% more productive and 21% more profitable. 
Maintain clear and consistent communication During this time of upheaval, employees have more on their mind than day-to-day activities, which can cause them to lose focus. To keep them grounded at work, maintain a constant and open line of communication -- whether through regular updates over email or Slack, or semi-regular townhall meetings. This allows employees to keep productivity high and reassures them during an uncertain period
2. Create connection with employees & parents 
Maybe a diary that is shared daily with the employees for the first three months. 
In the detail your perspective on the business landscape as well as anecdotes about how the things are working.
3. Upskill your employees Successful upskilling, or reskilling, focuses on innovation and is seen as both a technology and human capital investment. Mohamed Kande, PwC's U.S. and Global Advisory Leader, shared, "When it comes to innovation it can't come from just leadership, it comes from
every body"A few key areas to upskill employees include relevant emerging technologies, investing platforms, and the cloud. "This enables companies to deliver a better digital experience to customers and ensure employees have the ability to use these newly-implemented platforms to drive true value," Kande said. Kande also recommended looking into new technologies for training, like virtual reality, which was found to improve employee's confidence in new skills by 340%. 
4. Lead with empathy 
Unhealthy stress can wreak havoc on everyone, inhibit productivity, and lead to detached employees. "When an employee is showing signs that they're struggling in some way, the best thing a manager can do is encourage them to discuss any fears or concerns, empathize with what they're experiencing and help them outline what needs to be done to address the challenges head-on, "This is what good humans do for each other and it strengthens the employee-manager relationship, which is essential to fostering long-term engagement and high performance,"
5. Redeploy your workforce to give customers more value?
Unhealthy stress can wreak havoc on everyone, inhibit productivity, and lead to detached employees. "When an employee is showing signs that they're struggling in some way, the best thing a manager can do is encourage them to discuss any fears or concerns, empathize with what they're experiencing and help them outline what needs to be done to address the challenges head-on,"  "This is what good humans do for each other and it strengthens the employee-manager relationship, which is essential to fostering long-term engagement and high performance,"  
DEFINITION OF ENTERPOUR: A PERSON WILLING TO TAKE A RISK WITH MONEY TO MAKE MONEY. 
DO YOU HAVE WHAT IT TAKES?  ANSWER THESE QUESTIONS: 
YES= 5 points, NEED HELP = 3 points, FOLLOW SOMEONE ELSE=  1 Point 
1. ARE YOU A SELF-STARTER?  2. DO YOU NEED HELP?  WOULD YOU RATHER FOLLOW THE LEAD?
2. ARE YOU A LEADER: YES. WITH HELP. NO.
3. CAN YOU & YOUR FAMILY LIVEE WITHOUT A REGULAR PAYMENT?  YES, RATHER NOT, NO
4. COULD YOU FIRE SOMEONE WHO REALLY NEEDED THE JOB YOUR BUSINESS PROVIDED?
5.ARE YOU WILLING TO WORK 60 HOURS A WEEK? 7. ARE YOU SELF CONFIDENT?
6. CAN YOU LIVE WITH UNCERTAINLY? 9. CAN YOU STICK WITH IT? 
7. ARE YOU CREATIVE?   ARE YOU COMPETITIVE?
8. DO YOU HAVE THE WILL POWER & SELF-DISCIPLINE  NEEDED? 
9. ARE YOU INDIVIDUALISTIC OR GO ALONG WITH THE CROWD? 
10. CAN YOU LIVE WITHOUT STRUCTURE?  15. DO YOU AVE MANY BUSINESS SKILLS?
11. ARE YOU FLEXIBLE AND WILLING TO CHANGE COURSE WHEN THIGS ARE NOT GOING YOUR WAY? 
12. DO YOU HAVE EXPERIENCE IN THE BUSINESS YOU ARE THINKING OF STARTING? 
13. COULD YOUCOMPLETELY PERFORM MULTIPLE BUSINESS TASKS (accounting, sales, marketing, …..)
14. CAN YOU JUDGE MULTIPLE TASKS? 
15. ARE YOU WILLING TO HUSTLE FOR CLIENTS & CUSTOMERS? 
16.HOW DO YOU HANDLE PRESSURE? 
SCORING: 80-100  -YOU HAVE IT : SCORING: 60-79 NOT A NATURAL BUSINESS OWNER: 
BELOW 60: TRY WORKING FOR SOME ONE
EMPLOYEES: 
Engaged employees are 17% more productive and 21% more profitable. 
Engaged  Employees  CONSISTENTLY  2. Engaged employees are your strongest asset. In times of disruption, this is even more true.  3. Engaged employees consistently out perform their colleagues by solving new problems, innovating, and creating new customers. Engaged employees are 17% more productive and 21% more profitable. companies prioritize engaging employees to create sustained growth. Make sure you have a workforce that isn't distracted can be difficult to achieve, but it must be core to your business strategy to remain competitive. 
INCOME STREAMS: GYMNASTIC LESSONS, PRE-SCHOOL GYMNASTICS CLASSES, EARLY CHILDHOOD MOVEMENT EDUCATION, FITNESS PROGRAMS, CHEERLEADINF, COMPETITIVE GYMNASTICS AND TEAMS.  THE SUCCESS OF ANY BUSINESS REVOLVES AROUND THREE Around COMPONENTSINCOME: money received for providing services and goods. EXPENSES: the costs incurred in providing those services and goods. PROFITSthe financial gain that is the difference between the amount earned and the amount spent in buying, operating, producing or providing something.
BUSINESS OWNERS must create a Value Driven BusinessValue is what drives every successful business.
You must define the value of your business, as well as your Business Goals and Objectives.
Being a Club Owner is not a part time Job.  Your major responsibilities is the operation and organization of your business, managing your employees and dealing with your clients! Ownership is about priorities and sound business practices. For a Business to succeed it MUST have an Intelligent Business Plan that will create a profit yielding business! A Business cannot run on love alone. Your passion is important but it's all about income and expenses. It's ALL Business! The primary function of the USAIGC & IAIGC is to support our Gymnastic Owners by developing strong, successful Businesses Practices, Income Streams, Educational Programs and an International Competitive Program. The USAIGC/IAIGC was created to support our Club Owners develop the necessary tools to succeed
Club Owners must establish: Sound Business Practices, Educational Planning, Staff Education, Lesson Plans, Professional Development, Workshops, understanding Child Development, Motor Skills and the Skills associated with teaching. Pre-School children that have educational value.  
As an Independent Club Owners Association, Our Club Owners must work together in developing strong
healthy business models.
 WE must build our Gymnastic base together. The mentality of trying to put another club out of business is senseless. Good businesses survive. Bad businesses fail. Collectively we ALL can increase our businesses by providing “strong educationally sound programs” that have value for our students and provide a meaningful educational experience. This is what will "grow" your business.
Student Retention Rate is the success of any Gymnastic Club/School. As an Owner, YOU and YOUR Staff must conduct worthwhile educational programs that will impact the overall physical and mental development of your students. This is the value of service you provideYou teach more that "just gymnastic skills". As a Club Owner I felt that my Staff's teaching was not just about skills! It was about life's most important lesson; Learning how to handle success and failure! How To Accomplishing a task
A GOOD OWNER/LEADERWILL DOES ANY OF THESE 5 THINGS
1. Maintain clear and consistent communication
2. Create connection with employees & parents 3. Upskill your employees
4. Lead with empathy 5. Redeploy your workforce to give customers more value
Engaged employees are 17% more productive and 21% more profitable. 
Engaged employees are your strongest asset. In times of disruption, this is even more true. 
Engaged employees consistently outperform their colleagues by solving new problems, innovating, and creating new customers. Engaged employees are 17% more productive and 21% more profitable. companies prioritize 
engaging employees to create sustained growth. Make sure you have a workforce that isn't distracted can be difficult to achieve, but it must be core to your business strategy to remain competitive. 
NOT EASY RUNING A BUSINESS, ESPECIALLY A GYMNASTIC CLUB!
Business Owners: A Person willing to take a RISK To Make Money!
Do You Have What It Takes? Answer These Questions.
YES= 5 points, NEED HELP = 3 points, FOLLOW SOMEONE ELSE=  1 Point 
1. ARE YOU A SELF-STARTER?  2. DO YOU NEED HELP?  WOULD YOU RATHER FOLLOW THE LEAD? 2. ARE YOU A Leader: YES. with help. NO. 3. can you and your family live without a regular payment?
YES, rather not, No. 4 COULD YOU FIRE SOMEONE WHO REALLY NEEDED THE JOB YOUR BUSINESS PROVIDED? 
5. ARE YOU WILLING TO WORK 60 HIURS A WEEK? ARE YOU SELF-CONFIDENT?
6. CAN YOU LIVE WITH UNCERTAINLY? 
7. CAN YOU STICK WITH IT?  
7. ARE YOU CREATIVE?  COMPETITIVE?
8. DO YOU HAVE THE WILL POWER & SELF-DISCIPLINE  NEEDED? 
9. ARE YOU INDIVIDUALISTIC OR GO ALONG WITH THE CROWD? 
10. CAN YOU LIVE WITHOUT STRUCTURE?  
11. DO YOU AVE MANY BUSINESS SKILLS? 
12. ARE YOU FLEXIBLE AND WILLING TO CHANGE COURSE WHEN THIGS ARE NOT GOING YOUR WAY? 
13. DO YOU HAVE EXPERIENCE IN THE BUSINESS YOU ARE THINKING OF STARTING? 13. COULD YOUCOMPLETELY PERFORM MULTIPLE BUSINESS TASKS (accounting, sales, marketing, …..)
14.CAN YOU JUDGE MULTIPLE TASKS? 
15. ARE YOU WILLING TO HUSTLE FOR CLIENTS & CUSTOMERS? 
16.HOW DO YOU HANDLE PRESSURE? 
SCORING: 80-100  SCORING: YOU HAVE IT, 60-79 NOT A NATURAL BUSINESS OWNER,
BELOW 60: TRY WORKING FOR SOMEONE ELSE
WHAT ARE YOUR INCOME STREAMS:
Gymnastic Lessons, Pre-School Gymnastic Classes, Early Childhood Movement Education, Warrior/Fitness Programs, Cheerleading, Competitive Gymnastics and Gymnastic Teams.
-------------------------------------------------------------------------------------USAIGC & IAIGC JULY 24 – BUSINESS OWNERS 
MERIT PAY INCREASE

Justification for merit increase is important because of the financial investment the pay increase represents. 
Merit increases can have a significant impact on an organization’s payroll cost over the span of perhaps decades that an employee works for an organization. 
Example: let’s say you have two employees and each makes $10 per hour. Employee A receives a merit increase of 2% and employee B receives a 5% pay increase. The 2% increase is equivalent to $416 for the year and 5% equals $1040 for the year more than double.  Multiply that times ten years and the employee who receives the higher increase will cost the organization much more over that ten year period of time. Now let’s say employee A gets 2% a year every year for ten years and the employee B gets 5% every year for ten years and this is what it looks like:

 

As you can see employee B, who received the 5% increases over the course of ten years, cost the organization $42,392 more than employee A. Now do the math for the higher earners in your organization and the difference can be staggering.  
This is why it is so important to have a structured performance management process that helps to control costs and justifies merit increases for those employees who perform well.
Managing employee performance 
and help to control biases associated with managing employees and provides the framework for rewarding strong performers while identifying poor performers.
MERIT RAISES BASED ON
performance appraisal document is a key tool used in assessing performance.  When employees are scored on dimensions of performance, and those scores are tied to percentage increases, good performers get rewarded with a higher percentage of the pot.
Scoring the performance appraisal form and then tying the scores to raise distribution is an objective way to ensure your best performers are receiving a higher percentage of allocated raise dollars.
Let’s look at the performance appraisal document again and see the dimension scores and look at this example:

 

Let’s say there are 7 dimensions that are being scored and for dimension one the employee received a score of 3, dimension two a score of 3, dimension three a score of 4, and so on.
Dimension one        Score = 3
Dimension two         Score = 3
Dimension three       Score = 4
Dimension four         Score = 3
Dimension five          Score = 5
Dimension six           Score = 3
Dimension Seven     Score = 4
Total score =                 25

 

What you want to do is total the scores. In this particular example if you add up the dimension scores you get a total score of 25 out of a possible 35 (7 dimensions X 5 points). Now if you take that score of 25 and divide it by 7 (the number of dimensions) you get an average score of 3.5 – (25/7 = 3.5). This is the score that will determine the employee’s percentage merit increase.  Next, you want to do this on all of your employees and come up with a list of average scores.
Ok, we’ve got the scores but how do you tie those scores to raises? Let’s go through an example. Let’s say (for the sake of easy math) that you have:
-11 employees each making $10/hour
-you budgeted 3.5%  for raises which generates a pool of merit increase dollars of $8,008 (.035X$228,800). The $228,800 comes from 11 employees X 2080 hours X $10/hour = a salary budget of $228,800.
Now let’s also say that you have determined that the average performance appraisal scores (3.0) will receive a 3.5% increase – and those scoring below average will receive less, those scoring above will receive more.
Now let’s look at what this might look like: As you can see from the example below, there are 11 employees listed, a,b,c,etc.  The next column shows their average scores as well as an overall average score for all employees.  Now in the next column, you can see the percent increase that was awarded to each employee based on the predetermined criteria. Some employees received as low as 2% increase and the higher performers received as high as 4.5% increase which translates into a raise of $416 for the poor performers but more than twice as much, $936 for the higher performing employees.  

 

Now if you total what all of these increases add up to, you’ll see that these pay increases will cost the organization $8,008 which ends up being exactly what was budgeted  -$8008.

 

This is an oversimplified example to demonstrate how this can be done.  Obviously when there are dozens or even hundreds of employees this scenario would look much different. It is common for larger organizations to allocate the raise percentages to the individual department and allow managers to award raises specifically to their own area. Another thing to remember is the importance of organizational culture and communicating clearly with all employees about their raise increases. The higher performers should be aware that they received a higher percentage but the lower performers should also be told that they received less because of their performance scores.  This should serve as an encouragement for the good performers and possibly a wake-up call for the under performers .And lastly, it doesn’t matter how high the raise percentage is, most employees don’t think it’s enough and that is just something you need to be aware of and not get overly concerned with.  Statistics show most people don’t think they are paid for what they think they are worth and that organizations have unlimited resources for salaries – we know that’s not true
.Advantages and Disadvantages of Performance Appraisals
Employees, as well as managers, often question why organizations do employee performance appraisals.
Anyone who has ever been on the receiving end of a performance appraisal could argue why they perceive it to be ineffective and a complete waste of time. Employees often feel unjustly assessed, and managers often go through a forced annual process to comply with job expectations. This doesn’t make it easy for either party.
So what exactly is a performance appraisal?
A performance appraisal is an evaluation done on an employee’s job performance over a specific period of time. It is the equivalent of a report card on an employee and how their manager assessed their performance over the prior year. Anyone who has worked in more than one department or at more than one organization can attest to the fact that not all performance appraisal processes are the same. The varying systems and processes are all over the map. Unfortunately, some are done so poorly that they are not only designed to fail, but also to create a negative experience for both the manager as well as the employee.
So why do organizations do performance appraisals?
There are many varying opinions on the subject of performance appraisals and why they are done.
Some organizations do performance appraisals because they feel obligated to do them – because everyone else does. Other organizations do performance appraisals to make sure they have a piece of paper in the employee’s file – in case they ever need to do corrective action. successful organizations understand the importance of incorporating performance appraisals into their performance management process and strategy. They use this tool to encourage, engage, and develop their talent pool.
Advantages of Performance Appraisals
Documentation: A PA provides a document of employee performance over a specific period of time.  It’s a piece of paper that can be placed in an employee file.
Structure: This process creates a structure where a manager can meet and discuss performance with an employee. It forces the uncomfortable conversations that often need to happen.
Feedback: Employees crave feedback, and this process allows a manager the opportunity to provide the employee with feedback about their performance and discuss how well the employee goals were accomplished. It also provides an opportunity to discuss employee development opportunities.
Clarify Expectations: Employees need to understand what is expected of them and the PA process allows for a manager to clarify expectations and discuss issues with their employee.
Annual Planning: It provides a structure for thinking through and planning the upcoming year and developing employee goals.
Motivation: The process should motivate employees by rewarding them with a merit increase and as part of a comprehensive compensation strategy.
-------------------------------------------------------------------------
Disadvantages of  Performance  Appraisals
Creates Negative Experience: If not done right, the performance appraisal can create a negative experience for both the employee as well as the manager. Proper training on processes and techniques can help with this.
Time Consuming: Performance appraisals are very time consuming and can be overwhelming to managers with many employees. I’ve known managers who were responsible for doing an annual PA on hundreds of employees.
Natural Biases: Human assessment are subject to natural biases that result in rater errors. Managers need to understand these biases to eliminate them from the process.
Waste of Time: The entire process can be a waste of time if not done appropriately. Think about the time investment when the end result is negative. It is time wasted on all fronts.
Stressful Workplace:  Performance appraisals can create stressful work environments for both employees and managers. Proper training can help to reduce the stress involved in the process.
Finally, performance appraisals are only as good as the performance management system it operates within.  
Organizations that only do performance appraisals for the sake of doing them are wasting their time.
But organizations that incorporate performance appraisals into a comprehensive performance management system and use them to implement business goals have an advantage for accomplishing their goals and ultimately their strategic plan.5 Step Process for Developing a Strategic Plan
Step 1:  Write a Vision Statement
Vision Statement is a statement (typically 2-3 sentences) that gives the reader (and more importantly, the organization) a mental picture of what the organization hopes to become or what the organization hopes to achieve.
It is important to understand where an organization is going before it can develop a strategic plan for how to get there.
The value of a vision statement is that is gives leadership and employees a shared goal.
To facilitate a visioning session:
Get the visionaries in a room.
Ask them to close their eyes and describe the mental picture they see when the organization has reached its optimal state.
xxx
Document thoughts that describe the picture on a flip chart.
Come to agreement on all that is described.
Take some time to wordsmith or play with the wording until it describes the thoughts accurately.
Example Vision Statement
“ABC Dry Cleaners will be the premier professional laundry
of the metropolitan area by providing unmatched customer
service and cleaning services that exceed the competition”.
Step 2:  Write a Mission Statement
Mission Statement is an explanation of why an organization exists and the path it will take to achieve its vision.
Mission statements are typically shorter than a vision statement but not always and are organization specific.
This is a statement that describes what the organization is passionate about and why it exists.
To facilitate the mission statement process:
Have the group look at vision statement and begin the process to brainstorm a mission statement.
Go around the room and have everyone give a brief description (5-7 words) describing their thoughts and document their answers on a flip chart.
Once everyone has put their ideas down, look for similarities and usually a natural statement will flush itself out.
Reword and refine the statement until everyone agrees that it reflects the mission of the organization.
Example Mission Statement
“We exist to “help our customers care for
and extend the life of their clothes investment”.
Step 3:  Perform a Gap Analysis
A gap analysis is a process an organization goes through to identify the gaps between its current state and what it hopes to achieve – its vision. To do a gap analysis, simply look at where the organization is and compare it to where it hopes to be.
This process typically involves a step of researching data outside the organization as well as taking a good hard look at data within the organization.
Examples of gaps an organization might look at would be:
Financials, Internal Process/Systems
Public Relations
Customer Satisfaction and Quality of products/service (these are also considered Critical Success Factors).
Example of organization’s current state:

 

  1. Customer Satisfaction scores of 65;
  2. Profit margin 1%
  3. 10% of market share
  4. 10% return on poor quality cleanings Step 4:  Write SMART Goals
    Write SMART goals for 2-3 years out (some organizations choose to go shorter or longer depending on the organization).
    Example Organizational Goals:
  5. By 20xx ABC Dry Cleaner will have a customer satisfaction score of 85
  6. By 20xx ABC Dry Cleaner will have a profit margin of 5%
  7. By 20xx ABC Dry Cleaner will have a 25% market share
  8. By 20xx ABC Dry Cleaner will have less than 2% return for poor quality cleanings
    Now, this is where the rubber meets the road.
    Goals are a wonderful thing to have but unless they are implemented, and someone is held accountable through a structured performance management process, they are nothing more than words on a piece of paper.
    To give goals some teeth, they need to be taken down to the department and ultimately the employee level. This means identifying who will get it done.
    Example Goal Document

 

Step 5:  Monitor Progress
Goals should be monitored at least on a quarterly basis.
This can be as simple as asking the responsible person to give a status update on their goals for the quarter.
It is very important that this is done because all organizations are so busy today that the day-to-day responsibilities can sometimes get in the way of completing long-term goals.
Once a year the strategic plan and goals should be reviewed and updated to reflect current market conditions and changes to ensure that goals are focused on the current state of the organization.
Use the goal document to keep track of goal completion status.
Talk about goals at every staff meeting to ensure everyone understands its priority.
Many organizations don’t create a strategic plan because the process intimidates them.
However, any size organization can map out a plan if they solicit the help of a trained facilitator and commit the time and resources to doing it. Does your organization have a strategy and plan? 

 

 

 

 


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              ADMINISTRATIVE & EDUCATIONAL CLUB STAFF
                          -------------CLASS STUDENTS-----------
                            ----------- COACHING STAFF------------   
                              --------COMPETITIVE TEAMS--------
                                 ---TECHNICAL DIRECTOR---  
                                        --- OFFICIALS---
                                            -PRESIDENT-
 ­                                  
                          WORKING FOR OUR USAIGC/IAIGC CLUBS

               President USAIGC/IAIGC  Paul Spadaro paul.spadaro@usaigc.com
      National & International Technical Director  Mary Bakke m143bny@aol.com
                    USAIGC & IAIGC CLUB OWNERS & Educational STAFF
                                         USAIGC & IAIGC COACHES
                                       USAIGC & IAIGC OFFICIALS

"ONE CLUB, ONE OPEN VOTE on Recommended Rules & Policies". 
EVERY USAIGC-IAIGC CLUB IN GOOD STANDING HAS AN OPEN VOTE EVERY TWO YEARS ON ALL RECOMMENDED THE FORMATION OF OUR RULES & POLICIES BROUGHT FORTH BY OUR MEMBERSHIP CLUBS. ALL USAIGC-IAIGC CLUBS ARE EQUAL WITH A VOICE IN OUR CLUB OWNERS ASSOCIATION. MEMBERSHIP VOTING ELIMINATES THE NEED OF COMMITTEES OR BOARDS. IT GUARANTEES OUR USAIGC-IAIGC CLUB MEMBERS TO BE PART OF OUR ASSOCIATION. BY ELIMINATING COMMITTEES & "UNION HEADS" WITH ELIMINATED THE POLITICS OF OUR ASSOCIATION. Every Club is Equal.No Committees, No Individua(s) Control our USAIGC-IAIGC Membership.  

The President & Technical Director do not VOTE, unless the recommendation is either against the principles of the USAIGC/IAIGC or there is a tie.The leadership of the USAIGC/IAIGC works for its membership by supporting our membership and providing our Club Owners with successful Worldwide Competitions & Business Programs.

USAIGC Educational STAFF 
Tony Retrosi, NH:  Master USAIGC & IAIGC Clinician, Elite Level Coach
Duke Nellington: Past Collegiate Coach - Maryland
Ed Konopa: Club Owner, Coach for over 40+ years, NY
Tim Rajkumar: USAIGC Coach & Clinician, Go For The Gold, NJ
Mary Bakke Spadaro USAIGC & IAIGC Technical Director 
Dr. Gerald S. George, PHD: Author of the Number ONE Biomechanical Book in the WORLD, "Championship Gymnastics" A book ALL USAIGC/IAIGC Coaches should buy from our our USAIGC Website Store. 

WARRIOR COMMITTEE: 
Alexis Valvis & Antonio Rogers - Progressive Gymnastics, NY
TUMBLING COMMITTEE: 
Chair: Jeff Sabol, Chenango Gymnastics, NY
PAST Honorary Chair: George Hery, Fallbrook Gymnastics Club, CA
International Member: Jeff Rimmer New Brighton Gymnastics, UK

Our Partners

  • Masterson Insurance Agency, Inc
  • A-1 AWARDS
  • Corporate Intelligence Consultants
  • AAI - USAIGC's OFFICIAL EQUIPMENT SUPPLIER
  • ALLGYMNASTICS.COM
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Contact

Paul Spadaro - USAIGC President
450 North End Avenue - Suite 20F
New York, NY 10282
fax: 212.227.9793
email: paul.spadaro@usaigc.com

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