3. OAL Manual 3
Table of Contents
Purpose…………………………………………………………………………………………………………………………………..…4
Expectations of an OAL…………………………………………………………………………………………………..4
The Position……………………………………………………………………………………………………………………………….5
The OA Echelon…………………………………………………………………………………………………………………….……6
Responsibilities and Task List……………………………………………………………………………………………….…7-9
An OAL’s Work day…………………………………………………………………………………………………………..……..10
Inventory Checks……………………………………………………………………………………………………………………..11
New Hire Trainings……………………………………………………………………………………………………………..12-13
Handling Angry/Incorporative Coworkers & Patrons…………………………..…………………………………14
OA Suggestions & Comments…………………….……………………………………………………………………..…….15
Main Takeaways…………………………………………………………………………………………………………………16-17
4. OAL Manual 4
Purpose
The purpose of the Operations Assistant Lead (OAL) Manual is to give Leads a clear, tangible
understanding and framework of the position. Leads will use this manual as a guideline and
foundation for their leadership role in the OA department. This manual consists of an explicit
description of the expectations, Lead-specific responsibilities & tasks, and other operational
duties and activities. The goal of this manual is to stimulate and foster leadership and managerial
skills among Lead staff and to be used to help train future Leads.
Expectations of an OAL
Closing shifts must consist of at least one Lead.
Leads can only switch closing shifts with other Leads and/or the OAS.
OALs are expected to work to their full ability, regardless of rank. The Lead “title” shouldn’t
weaken his/her overall work and moral ethics. If so, the individual can and will be subject to
dismissal as an OAL.
5. OAL Manual 5
The Position
The OAL job description consists of but is not limited to the following:
Complete monthly inventory checks for the OA department.
Assist in training new operations assistant staff.
Is called on to make judgment/discretionary decisions when problems/situations occur at
the Student Recreation Center.
Has full and complete knowledge of all aspects of general SRC policies and procedures.
Attend all internal meetings and assists in the preparation and facilitation of meetings.
Responsible for leading, directing, and supervising all OA staff throughout assigned shifts.
o As assigned by Operations Assistant Supervisor (OAS).
Complete Lead-specific responsibilities and tasks (see page 6).
In addition, OALs are paid by a rate of $11.00/hour and are also granted the privilege of two blue
work polo’s.
6. OAL Manual 6
The OA Echelon
Below is the organization chart of the OA department at the SRC. The Night Managers will be
assigned at a later time.
Managers
Ricky Haro
&
Niles Owens
OA Supervisor
Brad Pauer
OA Lead
DJ Castillo
OAs
OA Lead
Melissa Rojas
OAs
OA Lead
Kealani Tiratira
OAs
Night Manager
TBA
Night Manager
TBA
7. OAL Manual 7
Responsibilities and Task List
Leads are expected to complete various Lead-specific responsibilities and tasks each month. The
following tasks will be distributed to Leads during their work shifts and must be completed by
the end of the shift. When completed, Leads must sign off on the Lead Task List posted by the OA
Supervisor’s desk.
They include the following:
TASK 1: At the beginning of every month, complete a thorough Inventory Check (IC), via the
IC document in the workroom.
TASK 2: Every 2 weeks, check and record the total amount of small & big towels remaining in
the workroom. When the count falls under 1000 small or large towels, notify Ricky to place
an order of new towels. This will always ensure a constant supply of towels.
TASK 3: At the beginning of every month, take inventory of the OA Jackets.
TASK 4: Collect and record competition of the To-Do tasks for each OA.
TASK 5: At the beginning of every quarter, print and place new “Clean Towels, Dirty Towels,
Spare Towels” signs for the bins.
TASK 6: At the end of every quarter, print and place 5 copies of the document in the
workroom.
TASK 7: Every week, make sure there are 3+ Time Amendment forms in the laundry room.
8. OAL Manual 8
Responsibilities and Task List
TASK 8: At the end of each month, check the biohazard bin and if full, report to the Operations
Assistant Supervisor (OAS).
TASK 9: Every 2 weeks, complete a “towel circulation” check and remove any towels with
deep stains or tears, and place in gray bag for custodial use.
TASK 10: Every 2 weeks, empty the gray used-towel bag into the custodian’s office. Fold and
place the towels on the shelves.
TASK 11: At the end of every month, check all OA radios to make sure they are properly working and
replace those that aren’t.
10. OAL Manual 10
An OAL’s Work Day
An OAL’s typical work day for the different shifts throughout the day consists but not limited to
the following:
Opening Shifts:
Normal opening shift tasks and procedures.
Make sure any and all Lead specific responsibilities and tasks1 assigned during the shift are
completed.
Morning/Afternoon/Evening Shifts:
Normal OA shift tasks and procedures.
Make sure the North and South towel racks are ALWAYS full. If not, have yourself and
another OA pull out new towels from the workroom.
Monitor non-Leads to make sure duties, tasks, etc. are successfully completed.
Make sure dirty towels are collected and placed in the washer at the end of the shift(s).
Make sure any and all Lead specific responsibilities and tasks assigned during the shift are
completed.
Closing Shifts:
Normal OA shift tasks and procedures.
Make sure the North and South towel racks are ALWAYS full. If not, have yourself and
another OA pull out new towels from the workroom.
Monitor non-Leads to make sure duties, tasks, etc. are successfully completed.
30 minutes before closing, make sure the South towel rack and pool deck towel rack are
brought into the laundry room. Turn around the North towel rack as well.
Make sure dirty towels are collected and placed in the washer NO LATER THAN 90 MINUTES
before closing.
Make sure the outdoor lint collector is cleaned by the end of the shift.
Make sure any and all Lead specific responsibilities and tasks assigned during the shift are
completed.
Make sure no closing employee “clocks out” before an OAL or another closing Lead says so.
1
See page 6 & 7
11. OAL Manual 11
Inventory Checks (ICs)
Inventory checks are paramount to an OAL’s position. Inventory checks update Ricky, Niles, and
the entire OA staff on how much inventory of towels, bleach, fabric softener, gloves, etc. is in the
workroom. When assigned, inventory checks should be completed at the very end of the shift.
When completed, place in the OA time amendment form folder on Niles’ door.
Sample of the IC document:
12. OAL Manual 12
New Hire Trainings
Leads are required to help the OAS train and mentor newly employed Operations Assistants.
Trainings will take place during the new hire’s first shift. Below is a list of all things that should be
discussed, explored, and completed during their first shift:
Clocking in & out.
o Can clock in 15 minutes before shift starts.
Use ID or SRC ID number to clock in.
Radio checks.
o General functionality of the radios and how to call for others on the radio (getting
towels in the opposite sex bathroom, calling Stewards, etc.).
Time Amendment forms.
Cellphone policy.
Taking breaks.
Location of Ricky & Niles’ offices.
How to use When2Work.com.
Collecting and washing dirty towels.
o Locations of all the dirty towel bins.
o When to collect dirty towels.
o Best routes to collect dirty towels.
o How to wash the towels.
o “110 Minute Rule.”
o When to put in fabric softener.
o How to dry towels.
How to fold small and large towels.
o How to stack the towel racks properly.
o Putting large towels in the locker rooms for shower use.
What a typical opening, morning, afternoon, evening and closing shift consists of.
o Proxy cards, radio checks, putting out and bringing in towel racks (flip North rack at
the end of the night), to-do tasks, making sure towel racks are stocked, closing
routines, collecting, washing, drying and folding towels.
Explain and go through the to-do and task list.
13. OAL Manual 13
New Hire Trainings
Where to get detergent, bleach, fabric softener, gloves, etc.
o How to properly check out OA inventory.
Pulling out new towels from the workroom.
o Location, when to pull out new towels.
When to get the last load of dirty towels for each shift (opening, morning, afternoon,
evening, and closing).
How and when to clean the washer and dryer filters.
Restroom checks.
o When and how to complete them.
o Location of the custodial/janitor room.
o How to change toilet paper, seat covers, clean mirrors, change paper towel dispenser.
14. OAL Manual 14
Handling Angry/Incorporative Coworkers & Patrons
OALs are quite often faced with various situations involving disobedient and incorporative
patrons, OAs, Stewards, and other SRC student employees. The duty of a Lead is to demonstrate
strong but fair leadership and mentorship amongst SRC peers.
Administrative actions should always be taken in the safest way possible.
How to properly handle a situation where an OA or SRC student employee is not cooperating
and/or not doing their job:
1. Politely approach the worker and address the situation.
2. Reiterate OA and/or SRC policies.
3. If the situation/problem persists, contact higher authority.
4. OA/SRC student employee: If situation/problem continues, contact higher authority for
possible consequences and misconduct administration.
How to properly handle a situation where a patron is not cooperating, arguing, and/or fighting
with other patrons or SRC student employees:
1. Politely approach the patron and listen to his/hers situation.
a. Altercation between patrons: separate them. Contact Ricky and Niles immediately.
Hear each patron’s story separately and individually.
2. Reiterate SRC policies.
a. Altercation between patrons: politely ask them to leave the SRC.
i. If they have any other questions, inform them to contact Ricky and Niles.
3. If the situation/problem persists, threaten to contact the police.
4. If the situation/problem continues, call the police.
15. OAL Manual 15
OA Suggestions and Comments
A main duty of an OAL is to make sure other OAs are comfortable, enjoying the position, and are
working hard to their uttermost ability. Leads are the first line of contact if an OA has a comment,
suggestion, complaint, or compliment about other OAs or the position in general. Leads are to
be unbiased and convey all information to pro staff.
16. OAL Manual 16
Main Takeaways
The goal of OALs is to create mentorship, leadership, and relationships with the OAs and other
student colleagues at the SRC. OALs can do this by remembering and following the 10 main
principles that will make an OAL successful at the position.
1. Make Other feel Safe to Speak-Up
Deflect attention away from the Lead “title” and encourage OAs to voice their
opinions. Make others feel safe to speak-up and confidently share their
perspectives, thoughts, and ideas.
2. Make decisions
Focus on making decisions that sustain progress. Master the art of politicking and
don’t waste time on issues that disrupt work momentum.
3. Communicate Expectations
Remind OAs of their area-specific core values and mission statement. Make sure
it is properly translated and is properly executed.
4. Challenge People to Think
Challenge OAs to think “outside the box” and push them to reach for more.
“If you’re not thinking, you’re not learning new things. If you’re not learning,
you’re not growing – and over time, becoming irrelevant in your work.”
5. Be accountable to Others
Be accountable to assure OAs’ needs are being met.
6. Lead by Example
Be aware at all times, think the thought that “everyone is watching you.” Don’t
take the blue shirts for granted.
7. Provide Continuous Feedback
Pay attention to OAs and appreciate insights. Provide feedback and create
trustworthy relationships while doing so.
8. Positive Energy & Attitude
Set the tone and bring an attitude that motivates OAs to take action. Be likeable,
respectful and strong willed.
17. OAL Manual 17
Main Takeaways
9. Be a Great Teacher
Use teaching to keep OAs well-informed and knowledgeable, creating the next
leaders in the OA department. Take the time to mentor OAs and make the
investment to sponsor those who have proven they are able and eager to advance.
10. Enjoy and embrace responsibilities
Love being a leader—for the meaningful and purposeful impact it can create.
Genuinely enjoy what you do.
