A compact arena is run by three people, and revenue depends on them directly: the administrator does not just sell tickets but closes event bookings. We look at whom to hire and how to keep them.
The ARENA format is staffed by three people, the PARK format by seven or more. The number is small, which is exactly why each employee has a noticeable effect on the result: one weak administrator on shift means lost bookings for the whole day.
Which roles need filling
Administrator
The key figure. Greets guests, works the till and the bookings, answers incoming inquiries and – most importantly – sells events. It is the administrator who turns the call "how much is a birthday party" into a paid booking.
This is not a cashier. The share of revenue that comes from parties and corporate events depends on the quality of this role.
Game zone operator
Gives the briefing, gears up the guests, runs the session and watches over safety in the hall. Responsible for the impression: the same game with an indifferent operator and with an engaged one is experienced differently.
Manager
At the start this role is often filled by the owner. Shift schedules, purchasing, reporting, working with reviews, monitoring indicators in the ERP.
The switch to a hired manager usually happens with the second location or when the owner wants to step out of day-to-day operations.
A practical observation
A beginner's mistake is to hire "someone for the reception". An arena administrator combines the roles of host, cashier and sales manager. You need to look for a person who is not afraid to talk to people and to sell.
Whom to look for
- Communication skills matter more than experience. Working the till and the equipment can be taught in a week; the ability to talk to a parent cannot
- Energy. The operator is on their feet and in view all day. A quiet introvert will burn out faster
- Interest in games is a plus, but not a criterion. A gamer who does not like people is worse for the arena than someone new to VR with good service skills
- Readiness for the schedule. Peaks fall on evenings and weekends – this must be discussed at the interview, not afterwards
How to structure pay
The actual amounts vary a lot between cities and are built into the financial model for your region. But the structure is almost always the same – a base salary plus a variable part.
- Base salary – the foundation that keeps the person on shift
- A percentage of events – a direct incentive to close bookings rather than just answer calls
- A bonus for upsells – merchandise, drinks, session extensions
- A team indicator – for example, for map ratings: it works against the attitude of "my shift is over, the rest is not my business"
A flat salary with no variable part is the most common mistake. With it the administrator has no interest in selling, and the share of revenue that comes from events starts to depend only on incoming traffic.
Training before opening, not after
Staff must be recruited and trained by launch, otherwise the first guests become the practice ground – and write reviews about it.
- The network's online academy: instructions, scripts, procedures, video lessons
- In-person training for owners and managers
- Internship at the network's working locations
- Test shifts at your own venue before the official opening
How to retain
Turnover in the entertainment segment is high, and every departure means training from scratch and a dip in service. What actually works:
- A clear variable part. The person must see the link between their actions and their pay
- Growth within the venue. Operator → shift lead → manager. Even a small ladder reduces churn
- A normal schedule. Stable shifts, not "come in tomorrow, someone is ill"
- Belonging. Arena staff usually love the product – access to the games outside working hours costs little and is valued
- Feedback. Reviewing shifts and reviews together, not just fines for a bad rating
Scripts and procedures – ready-made
The online academy with staff training and in-person owner training are part of the network's support: a new employee starts their shift already prepared.
How much to put in the model
Payroll is the second largest fixed cost after rent. It is calculated not from the average salary in the city but from the shift structure: how many people are needed at once on weekdays, how many at weekends, and how that fits the venue's opening hours.
An inflated team at a compact arena eats up profit quickly – but skimping on a weekend shift costs more than the salary saved.
