Tag: henry delozier

Measure Twice, Cut Once

Date:

Experts in the fields of economics, demographics and climatology tell us that recessions, housing booms, population shifts and catastrophic hurricanes are coming. They just don’t know precisely when any of their predictions will come true, exactly where they will occur or who among us will be affected.

Closer to home, in the business of golf course and club management, it’s also likely we will see irrigation system breakdowns, fertilization miscalculations and budget shortfalls. That’s why it’s wise to plan for what may well be the inevitable as well as the unknown.

Warren Buffett once observed, “Someone’s sitting in the shade today because someone planted a tree a long time ago.” In other words, before the benefits come foresight, a plan and action. With the optimism of the new year now beginning to blend with reality, it’s time to make sure we have our most critical plans in place.

Irrigation plans are fundamental building blocks for every golf facility manager concerned about course conditions. Sound irrigation planning ties directly to the standards of excellence that are part of the overarching agronomic plan. Irrigation philosophy, methods and frequency must support and be consistent with the intended turf conditions for the course. Through attentive practices in most jurisdictions, golf has become an even more diligent user of water as many facilities now rely entirely on recycled water. A sound irrigation plan provides for three important factors: matching water consumption to expected results, measuring water consumption to ensure under-usage whenever possible, and seeking new options for further efficiency where sensible.

Rain Bird’s Bryan Stromme encourages managers to establish realistic expectations for what the superintendent wishes to accomplish. Stromme emphasizes that the system infrastructure and the intended outcomes – turf conditions – must be aligned. He adds that “having individual sprinkler control is critical. The faster you can water, the more efficient your system will be for energy and irrigation effectiveness.”

Fertility plans are mission critical for most golf courses considering the high standards of care and upkeep demanded, as well as the advancing requirements of sophisticated hybrid grasses. The first step in developing a fertility plan is to determine the desired level of course conditions and the corresponding turf standard. While there is no “perfect” fertility plan, the key to the planning process is nitrogen supported by phosphorous. The best plan for each facility also prioritizes environmental impacts to the site.

Nick Kearns, director of greens and grounds at The Oaks Club in Osprey, Florida, says he begins with a review of the prior year’s results and executes biannual soil and tissue sampling on each of his two courses. “Our two golf courses react differently,” he says. “The Heron, the Bermudagrass course, requires routine nitrogen applications. When applying we try to use the BMP rule of thumb of a 50 percent slow-release blend. With the Eagle, the paspalum course, we very rarely apply a granular nitrogen product because it can lead to an increase in disease pressure. The products that we apply to the entire course are 99 percent potassium based with minor elements blended in.”

Capital asset plans are a top priority for golf course and turf and facility managers because of life cycle demands and the time required to sequester and reserve needed funding. Craig Johnston, a partner at Global Golf Advisors in Toronto, says, “Clubs with golf courses and sports fields have an enormous appetite for capital.” He points to three key steps for asset replacement planning.

“First, planners must identify every asset that requires replacement, from the water fountain to the irrigation system,” he says. “One should have a depreciation schedule that lists all current fixed assets, the initial cost of the asset and the life of the asset. Start with this list to take a current inventory of your assets.  Make sure that all assets owned by the organization are included on the list and any assets the organization has sold or disposed of are removed from the list.

“Next, establish the replacement dates required for each asset. Use the depreciation schedule to set a target date for replacing each asset.  Finally, identify the financial resources that will pay for the assets that must be replaced. These days that’s often a hybrid of capital dues, capital reserves, short-term debt and capital calls on the membership.”

This article with authored by Henry DeLozier for Golf Course Industry magazine.

Millennials and the Value Proposition at Your Facility

Date:

A First-Look at 2020 Millennial Golf Industry Research Findings

In ongoing research collaboration with Millennial golfer organization Nextgengolf, GGA recently updated its study of the habits, attitudes, and preferences of Millennial golfers.  The 2020 study brings forward survey findings from over 1,600 Millennial golfers and builds upon research conducted in 2017, 2018, and 2019.

A preview of this year’s research findings was unveiled in a presentation delivered at the 2020 PGA Merchandise Show by GGA Partner Henry DeLozier and Director, Nextgengolf Operations, Matt Weinberger.

Titled “Millennials and the Value Proposition at Your Facility”, the session introduced key insights and observations from the latest research and supplemented these findings using personal anecdotes shared by participating Millennial golfers.  The session explored what these findings mean for golf facilities and highlighted several tactics some facilities have implemented to enhance their value proposition to Millennial golfers.

Over the next few weeks, be on the lookout for a full, in-depth report of findings.

Loader Loading...
EAD Logo Taking too long?
Reload Reload document
| Open Open in new tab

Research Overview

In many clubs today, the long-held expectations and perceptions of existing, ageing members are at odds with the entirely different needs and expectations of a new wave of younger, more casual members.  The challenge for clubs?  To create an environment which not only appeals to the new wave, but where members of all types can coexist.

Research findings highlight how golf clubs can adapt and develop their offerings to meet the needs of the next generation of members and customers.  The goal is to provide valuable insights about Millennial golfers, the challenges they face, and the opportunities for clubs to help support the long-term sustainability of the game and the industry as a whole.

Background

As the leading entity for team-based golf in the United States, Nextgengolf connects Millennials to golf and supports the success of their game while GGA specializes in solution engineering and problem solving for golf-related businesses.  A fusion of GGA’s 28-year history of private club research and Nextgengolf’s connection to young golfers afforded the unique opportunity to study a highly valuable Millennial audience.

The survey sample focused exclusively on a sample audience of active, avid Millennial golfers with prior golf interest and experience in tournaments or golf events.  To date, more than 5,200 survey responses have been analyzed during the four-year research study.

Thank you to the Club Management Association of America (CMAA) for the support that makes this research possible.

Think Big Entering A New Decade

Date:

Thinking of big changes in 2020?  Writing for Golf Course Industry Magazine, GGA Partner Henry DeLozier shares four macro changes to consider as the new decade begins.

Golf no longer exists in a vacuum, separate and distinct from market forces that shape other mainstream businesses. Gone are the days when golf club and facility managers could operate without a sensitive finger on the pulse of social, environmental and political changes affecting their business. As we enter the third decade of the 21st century, here are four macro changes to be aware of and to use to your advantage.

1. New solutions to labor shortages

Traditionally, labor costs for golf courses have ranged from 52 to 56 percent of golf course maintenance budgets. With increases in minimum wages and the ripple effect throughout organizational charts, labor costs continue to escalate. Derek Johnston, a partner at Global Golf Advisors, says labor costs have jumped as much as 6 percent.

Operators managed the first wave of escalating labor costs by reducing head counts and outsourcing certain activities to third-party contractors. Now, they are being forced to get more creative to deal with what is by far the facility’s single largest line item. Some have reacted by flattening their org charts, eliminating supervisory positions and restructuring responsibilities for some managers and staffers. As a result, staffing levels that ranged from 19 to 25 employees per 18-hole course are in significant decline.

Labor will remain a primary focus and concern for operators in 2020. Suggestions for managing rising costs are to re-evaluate all operational activities with an eye for possible benefits to be gained from outsourcing; take labor-intensive components of your operation and determine how the work could be accomplished more efficiently; and look at non-golf sectors for solutions being implemented in other fields such as hospitality and manufacturing.

2. Increased environmental awareness

Golf courses throughout North America have embraced opportunities to increase their environmental stewardship. Beekeeping, which sustains the bee population and ensures ongoing pollination; bat houses, which address mosquito infestations; and habitat restoration for butterflies, especially monarchs, whose habitat supports pheasant, quail, waterfowl and many other species; have been introduced at many locales.

Making golf courses and their surrounding grounds environmental sanctuaries is resonating with key market influencers, including millennials and women, who are also prime targets for increasing play and membership. Audubon International CEO Christine Kane reports that clubs as sanctuary communities are on the rise nationwide: “Audubon-recognized sanctuary communities have increased more than 20 percent over the past five years,” according to Kane.

Progressive superintendents and golf managers who expand the reach and impact of their environmental efforts will be viewed favorably by community leaders as well as current and prospective members and customers.

3. Expanded reach of social media

Superintendents and facility managers have become important sources of content relevant to club members and consumers. Photographic images of flora and fauna on club grounds are of interest to members who take pride in their clubs’ beauty and connection to the environment.

Instagram and Twitter can be used to show images sourced by staff members — golf course workers, cooks, janitors, golf professionals — who are alert to opportunities to snap butterfly habitats, wildflowers and all sorts of wildlife that call the club home. Such images are often posted to the club website and distributed to club members and visitors as a means for extending brand engagement.

Gone are the days of the cut-and-paste guidance for how to repair a ball mark. The increased relevance and timeliness of today’s news is attributed to the capability and proliferation of social media.

4. Comprehensive planning

The growth of strategic planning (supported by specialized plans for marketing, communications, finance and membership) is another example of general business’s influence on a more enlightened group of golf managers. Just as most any business relies on a strategic plan to guide its decision-making, golf is recognizing the importance of establishing a clear vision that serves to prioritize programming and investment. Top performers rely on data-based plans to distinguish their facilities not only in overcrowded markets, but also with consumers debating their leisure activities and spending. Those facilities that create market differentiation will prosper in 2020 and beyond.

What Does Golf’s Green Future Mean for You?

Date:

As environmental consciousness continues to rise across the world, GGA Partner and Chairman of the Board of Directors for Audubon International, Henry DeLozier, identifies the three starting points for clubs looking to make the shift towards a greener future.

Americans are more concerned about climate change than ever before. According to a recent Pew Research Center Survey, “About two-thirds of U.S. adults (67%) say the federal government is doing too little to reduce the effects of climate change, and similar shares say the same about government efforts to protect air (67%) and water quality (68%)…”

The study also found that concern over the state of the environment is more than a national interest or partisan issue, with the majority indicating that climate change is affecting their daily lives, “Most Americans today (62%) say that climate change is affecting their local community either a great deal or some.”

Does the same sentiment exist in golf?  Since 2017, managers have reported to GGA that their clubs are under the microscope in some areas, receiving provocation from local municipalities and increased pressure to comply with local rules and environmental regulations.  These pressures have led to the need for clubs to increase their ‘green’ efforts in education, labor and training inputs, as well as governmental reporting.

Whether it’s a case of compliance or the desire to develop a greater sense of environmental stewardship and eco-friendly operations, it can often be difficult to know how and where to start. To ease this process, here are three starting points for clubs looking to make the shift towards a greener future.

1. Assess current levels of resource utilization

Understanding how much your club is using, in what areas, from which sources, and at what price is an essential first step.

This will allow you to develop a baseline for evaluation, and measure these against performance goals.

In need of a helping hand to get started? A number of associations and organizations have developed intuitive and informed tools to enable clubs to conduct these evaluations in-house.

  • GCSAA’s BMP Planning Guide and Template is an online resource that provides for the development of golf course BMP programs at the state level. Based on a high-potential impact on operation of your facility and its bottom line, GCSAA recommends attention to performance goals in four distinct areas: water conservation, water quality protection, pollution prevention, and energy conservation.
  • Audubon International, which promotes sustainability for businesses, recreational properties and communities, has developed Standard Environmental Management Practices that are generally applicable to all golf courses. These standards form the basis for the Audubon Cooperative Sanctuary Program (ACSP) for golf certification guidelines which include habitat planning and management guidance, while increasing the understanding of best management practices for pesticide use.

2. Develop an environmental policy.

“Putting your golf course, community or resort on the path to sustainability may seem overwhelming, but it doesn’t have to be,” Audubon International CEO Christine Kane says. “We suggest starting by establishing an environmental policy that will guide your operations. This will bring your employees and members onboard and pave the way for incorporating topics such as water conservation, IPM or wildlife management into your budget, marketing and maintenance processes.”

3. Seek a certification program and pursue recognition.

Establishing a reputation for environmental stewardship in the public eye – that is, from the viewpoint of your current and potential future members – is a valuable business marketing tool for clubs to wield.  Pursuing formal recognition and certification for the club’s commitment to “green” operating practices can grow its market share and build loyalty among the power-spending generations of the future.

If your club is looking to bolster its environmental credentials, here are some awards and programs to consider:

  • Audubon launched its Water & Sustainability Innovation Award this year to recognize landscape companies, organizations, and municipalities for sustainable, water-efficient projects. Corica Park South Course of Alameda, California, and its management firm, Greenway Golf, was the first recipient.
  • ACSP for Golf provides a tangible form of recognition for clubs and courses committed to protecting the environment and preserving the natural heritage of the game.
  • Monarchs in the Rough is a program that partners with golf courses to combat the population decline of the monarch butterfly and to restore pollinator habitat in out-of-play areas.
  • The Green Restaurant Association is an international nonprofit organization encouraging restaurants to ‘green’ their operations using science-based certification standards in order to become more sustainable in energy, water, waste, food, chemicals, disposables, and building.

Golf facilities and clubs also benefit from sustainability’s halo effect.  Many members today expect greater levels of environmental stewardship from businesses and other organizations with which they are associated.  In addition to its environmental impacts, sound resource management and recognition through certification has taken on a good-for-business shine as well.

Research points out that sound environmental stewardship matters to women and millennials especially.  While sentiments diverge along lines of on geographic location and political affiliation, it is apparent in the Pew Research study that women and young adults (e.g. Millennials and Generation Z) exhibit a higher propensity to regard climate change as a serious issue which affects them personally.

The bottom line is that that these groups represent the next generation of members and they are both concerned about sound environmental practices and are receptive to learning how club managers are caring for Mother Earth. Clubs and courses seeking to attract younger members would do well to take a responsible approach to environmentalism.

Folding Multiple Plans Into One

Date:

There’s an old saying about plans – more specifically about the lack of a plan: “Without a plan, any path will get you there.” We wholeheartedly agree with that adage, but acknowledge a flip side that raises a question that many diligent planners confront: How to effectively integrate multiple plans into one comprehensive and cohesive plan that guides your overall operation?

The analogy that comes to mind is the challenge facing airlines with thousands of passengers on any given day, each trying to get to his or her destination. The airline has flight plans for hundreds of aircraft and tries to mesh all of those planes and flights into a fairly seamless plan to get you where you want to go. Most days it works, but not without a lot of coordination.

There are three stumbling blocks that derail effective planning efforts: 1) lack of coordination among stakeholders and contributors, 2) poor scheduling and time management for due diligence and preparing materials, and 3) confused or confusing desired results. These three project killers diminish the quality of the overall plan and undermine the credibility of the planning team.

For golf course and facility leaders, the challenge is considering the information gathered through market analysis, financial evaluation and board input alongside the plans of superintendents and those managing food and beverage, membership and financial operations. And then bringing all the information, insights, recommendations and plans together to support the club’s or facility’s objectives. For managers of each of these functions, the same challenges exist, if only on a smaller scale.

If you’re currently in your planning cycle, and charged with pulling discrete plans and input together so the end product doesn’t feel disjointed, consider these five steps:

1. Sync every plan to the vision.

No matter which area of the club or facility the plan is focused on, it should clearly map to the overall vision – the club or facility’s long-term, forward-looking aspiration, what we like to think of as an organization’s North Star. You should be able to see this in the plan’s objectives and priorities. With multiple workflows, the project leader must maintain an overall understanding of the project and ensure all plans are headed for the same airport, even if they’re taking different runways.

2. Outline specific steps along the way.

Define project milestones, the steps that will help you get there at a predetermined time and those responsible. Schedule regular check-in meetings to make sure all pilots have their planes headed in the same direction. It’s much easier to make mid-course corrections than to wait until all planes have landed and plans submitted.

3. Designate one holding place for project inputs and research.

See that all team members participating in the project planning process have transparent access to information and a full understanding of progress. Lacking a central repository of project information, important pieces of information can be misplaced, overlooked or lost. This also helps projects from getting siloed and managers feeling isolated.

4. Prioritize workflow.

On expansive projects or ones that involve multiple contributors, establish which components are most critical to the overall project plan. This step enables effective planners to allocate time, financial and human resources. Sequential planning guides the team in accomplishing mission-critical tasks and components.

5. Maximize productivity through careful scheduling.

If a golf course superintendent is preparing an agronomic plan, for example, it is important to make sure each assistant and technical expert is scheduled to deliver information in a timely manner. Stagger the timelines, monitor the cross-disciplinary dependencies, and eliminate duplications and redundant production.

Most managers have broad responsibilities and must combine resources to produce comprehensive and workable plans. Developing a disciplined process for research, input and development is the key to successfully landing all of your plans and making sure they support the same vision and goals.

This article was authored by GGA Partner Henry DeLozier for Golf Course Industry Magazine. 

Don’t Let Them Ignore You

Date:

GGA Partner Henry DeLozier highlights 5 key attributes to help golf course leaders achieve recognition for their talents and efforts.

We all want to be recognized for our talents and efforts. In fact, in a world where we take more than 93 million selfies a day, being ignored is certainly one of life’s biggest disappointments. One long-held suggestion to avoid being overlooked or taken for granted is this one: “Be so good they can’t ignore you.”

It’s advice offered by comedian Steve Martin, author Cal Newport (in a book with the same title) and printed on T-shirts and wall posters that adorn corporate breakrooms across our country. No matter our objective – recognition that leads to a promotion or simply the satisfaction that comes from a boss’s or colleague’s “good job” – excellence that demands attention seems a logical and valuable strategy.

Here are five attributes that can make you so good that you cannot be ignored:

1. Great attitude is a key factor in your success and ability to be noticed, whether you’re a golf course superintendent, golf professional or club manager.

Savvy employers hire for attitude above other attributes. Stated in the negative, no one needs a grumpy or uncooperative manager leading today’s work force. There is enough friction in getting operational teams to perform at the high end of their capabilities without someone with a negative attitude pulling us down.

According to author Emily Smykal, whose findings were part of a CareerBuilder study by Harris Poll, nearly three in four employees (72 percent) spoke to the power of a positive attitude. “Positivity leads to a more productive workday and creates a better environment for fellow employees,” she writes. “Great employees consistently stand out for their upbeat attitudes and earn positive reputations for themselves.”

Building and keeping an attitude that leads others toward common goals requires a comprehensive understanding of the job’s requirements and a willingness to teach others to work harder, better and smarter. What’s more, great attitudes are contagious.

2. Eager learning keeps everyone involved sharp.

Constant learners tend to be open, creative and receptive to new or different ideas – even if they’re someone else’s. Heather Huhman wrote on Glassdoor that an eagerness to learn shows openness to new ideas, willingness to think beyond today’s facts and invaluable curiosity.

Robert Half, a specialist in recruitment and employment services, recommends that every resume show an eagerness to learn. This trait adds value for the employer and expands the performance potential of the employee. When you’re learning and growing, you are becoming a more valuable employee and one whose contributions are easily recognized.

3. Trustworthy teammates, especially in troubled times, are valued for their consistency, stability and integrity.

Difficult and exigent circumstances reveal those who can stand tall and steady in crisis. One’s day-to-day commitment to being a trusted and respected teammate is manifested in a thousand acts. Ensuring that your actions match your words is an important trust-builder, as are genuine eye contact, thoughtful interactions, an openness to criticism, and the willingness to express oneself openly and with trust.

The world champion sprinter Carmelita Jeter breathlessly testified to the power of trusting teammates at the 2012 London Olympics when – after running the anchor leg on the women’s 4×100-meter relay team, she said: “I knew they trusted me like I trusted them. And I would not let them down.” Jeter and her trusting teammates bested a world record in the event that had stood for 27 years.

4. Mental toughness is critical when we encounter adversity, in life and on the job.

Are you resilient and persistent enough to overcome challenging circumstances? According to Inc. magazine, qualities that make you mentally tougher are patience, perspective, focus (on priorities) and the willingness to confront adversity. The mentally tough understand that criticism or adversity is often not of a personal nature and see it as an opportunity to keep pushing toward their goal.

5. Careful planning – Planning is critical to sustained success. Managers who take a focused approach to plans and planning outperform their club’s budget. Advance planning reduces risk as managers identify potential threats and opportunities. Established, well-stated goals and objectives simplify and clarify your intentions.

This article was authored by GGA Partner Henry DeLozier for Golf Course Industry Magazine. 

Plotting for Budgetary Triumphs

Date:

GGA Partner Henry DeLozier offers 5 tips to help golf course superintendents obtain the resources they need to meet expectations.

The budget cycle is complete at most golf facilities for the 2020 calendar year. If your budget was approved and you received the allocation you hoped for, congratulations. But if you feel a lack of funding puts your plan for staffing, course conditioning and maintenance in jeopardy, you might need a different approach to the next budget cycle. Here are five steps to consider when planning your budget.

1. Identify the Gatekeeper.

There is often one person who sets the tone for the next year’s budget. It’s normally the controller or accounting manager; in private clubs, it may be the chair of the finance committee. This person sets the minimum standards for the budget, and he or she must be educated and kept informed regarding your priorities and needs. Research the background experience of the gatekeeper so you understand the perspective from which he or she considers budget requests. Take the time well ahead of the budgeting period to ensure that this key player understands what is needed and the extent to which you have gone to manage costs.

2. Understand the Budgeting Process.

Many golf courses and clubs use different budgeting processes, sequences and schedules for development, planning and decision-making. Make sure you understand the expectations for your role, and then work diligently to exceed them by providing background and support information ahead of schedule. Understand how your club handles budgeting and who the decision-makers are. Meet with them to explain your needs and priorities. Explore and learn their viewpoints concerning your budget needs and how they evaluate your problem-solving. Help them to know how much thought and planning you have given their viewpoints.

3. Plan Ahead of the Process.

Schedule quarterly budget-planning meetings with the gatekeeper and key influencers of your budget submittal. Inform them fully of your needs for the next budget year, answer their questions and demonstrate your commitment to their preferences and needs. Invite them into your operation so they may judge for themselves your organization and methods of management. They need to understand that you are efficient and diligent with the funds for which you are responsible.

4. Organize Your Roster of Priorities.

Knowing the viewpoints of the gatekeeper and influencers involved in your budget helps you prepare your list of your priorities. Be concise in stating your game plan and the rationale behind your requests. Support each proposed budget line item with incremental details for costs per unit of measure and the number of units required. Show all the facts and figures that support your needs. Your objective is to ensure that the gatekeeper understands the due diligence and conscientious approach that went into your request, which will increase their confidence in the validity of your request.

5. Educate the Influencers.

Prepare individualized budget discussions with influencers. Schedule one-on-one meetings with each person who will have a voice in approving your budget. Persuade one influencer at a time until you have met with each of them and gotten their buy-in. See that you understand their viewpoints and biases. Once you fully understand the individuals, evaluate the group thinking to which you must respond.

By understanding the budget influencers’ priorities and then presenting your credentials in an organized and well-researched fashion, you’re well on your way to getting the decision you want and the budget that will help you do your job more effectively.

This article was authored by GGA Partner Henry DeLozier for Golf Course Industry Magazine. 

A Better Way to Communicate

Date:

Churning out communications to your members with little thought for who you are speaking to and what medium you are using is not a recipe for success.

As GGA’s Henry DeLozier explains, putting a little more thought and attention to detail into your communications is an impactful, and cost effective, way to make your members feel valued and included.

“Communication in our club is poor”

A phrase that is commonplace in surveys and focus groups we run on behalf of clients across North America – often despite the best efforts of club leaders to improve communications at their clubs.

As much as we would like to prescribe a formula that is guaranteed to improve member relations, the reality is that the communications world evolves continuously, including the ways members consume and exchange information, and the platforms on which they do so.

While this can present a challenge, the evolution in communications technology has also brought opportunities to the fore: opportunities to increase the relevance of your communications, learn more about your members habits and preferences, and branch out to networks of potential new members.

With that in mind, there are some tactics you may wish to consider to enhance your communications relationship with members and club stakeholders:

1. Keep your club website relevant.

As Linda Dillenbeck, a director at Global Golf Advisors and a communications expert, observes, “Most clubs’ websites are outdated, disconnected, and dysfunctional.” Dillenbeck estimates that a private club website has a relatively short shelf-life of around three years. When did you last update your website?

Incremental improvements which factor in the latest in web technology enhancements can increase the aesthetic appeal, user-friendliness and accessibility of your site ten-fold.

Think too about regular updates to your image portfolio and news sections. Investing the time and not letting them become dormant shows members that you care and invokes a sense of pride and belonging.

2. Empower club members to communicate.

The advent of mobile camera technology has handed the power for members to become regular content creators, some of whom may produce high quality photographs and videos of your club.

While you cannot control what they say or post, compelling content drawing on the attributes of your club and amplified to member and stakeholder networks can enhance the club’s reputation among members and the outside world.

Vindicate their efforts by engaging through club social media channels, via email or otherwise. It shows you are interested and supportive, and gives a sprinkling of kudos to what they have produced.

3. Organize information into communication “bites”.

The relative attention span of most recipients is shrinking, so the club should look to communicate in small “bites” – morsels of interesting activities, friends enjoying mutual interests or snippets from club events. Keep it short and to the point.

4. Use tailored media.

Rather than indiscriminately provide all things to all members, ask them to personalize their information expectations and preferences into a member profile so that the club may communicate with each member on the member’s terms.

Regular prompts to update their preferences can provide useful insights into any trends developing over time and how this should be translated to what and how you provision information to them.

5. Measure effectiveness.

Monitor engagement levels from all outgoing communications. Track which members are – and are not – receiving and engaging with information from the club.

By doing so you can start to build out segments of members (starting with engaged / not engaged) and begin to increase the relevance of your communications methods and messages.

 

Crafting the right messages takes time and attention, as does knowing how to communicate them. By better understanding what methods and messages are most influential to members and stakeholders, you can start making meaningful progress and increasing engagement.

In any case, make it personal.

Creating A Better Environment for Workers … and Potential Hires

Date:

This is the second of two Golf Course Industry Game Plan columns focusing on becoming an employer of choice.  For more, check out the previous article “Become an Employer of Choice”.

“… And what do you do, Mike?” the guy grilling the burgers at the neighborhood barbecue asked casually.

“I’m the golf course superintendent at Laurel Lake Country Club.  It’s an amazing place to work.  I have a great team and my manager really appreciates the job we do.  If you’re thinking about joining a club, why don’t you come out as my guest one day?”

Is that the kind of answer one of your staff members would give in a similar situation?  If it is, you’re in an enviable position in this tight labor market — you’re what’s known as an “employer of choice.”  Employers of choice enjoy higher retention rates, better productivity from their teams and a healthier workplace culture.  What’s more, they don’t have to search as hard for top talent because the best people come to them, hoping to join their team.

So how do you create that kind of reputation for your club?  It doesn’t happen overnight, but it can start with the ways in which you promote job openings.  Here are five keys to positioning your club as a place where top talent wants to work:

1. Show your colors up front. Describe who you are and what your course or club represents. This description of your values and the high standards to which you hold team members is attractive to top performers.  Stating your values and the significance of the position helps prospective employees know if your club is one where they would be proud to work.

2. Describe the job benefits clearly. Benefits are an important differentiator in today’s workplace, but don’t think of them in limited terms. Beyond health insurance, sick leave and vacation days, benefits include respect, being part of a winning team, and the opportunity for continued professional learning and development.  Make sure you help prospective employees understand the full range of benefits that you offer.

3. Tell what the job entails. Pay attention to the language you choose to describe the job and its responsibilities. And don’t be hesitant to describe the job in demanding terms. Top performers want jobs that challenge them and ones that matter.  Describe the team that the prospective employee would join, its work ethic and its team spirit.  Being a part of a great team is a strong incentive to employees who enjoy collaboration and sharing.

4. Know your competition. Being an employer of choice requires that you do your homework to know how your compensation, benefits and culture compare with the competition. In a tight job market, it’s also important to realize that your competitors include more than golf clubs and other golf operations courses.  You’re also likely competing with landscape companies and hospitality positions for top talent.  Knowing what competitive organizations offer helps you structure benefits and comp attractively while being mindful of the budget.

5. Tell stories of valued performers. Stories of performance, customer service, overcoming adversity and teamwork give new employees insight to the organization and the culture they are part of. Think of it as a window into your team room, which allows you to describe the human components of the job that are not a part of the formal job description.

In his book, “Attracting and Retaining Talent: Becoming an Employer of Choice,” Dr. Tim Baker emphasizes the importance of standing on trustworthy values.  “In plain terms, being an employer of choice means establishing a business that is a great place to work.  If companies don’t genuinely act to become an employer of choice, then good employees will simply vote with their feet and move to a forward-thinking employer who offers them what they want.”

Remember the story of the janitor at the Johnson Space Center in Houston who, when asked by President John. F. Kennedy about his role, said, “Mr. President, I’m part of the team that is putting a man on the moon.”

Don’t you wish that janitor worked for you?

This article was authored by GGA Partner Henry DeLozier for Golf Course Industry Magazine. 

Become an Employer of Choice

Date:

The order of the day went straight to the point: “England expects that every man will do his duty.” In the 1805 Battle of Trafalgar, one of England’s more decisive naval battles, Admiral Lord Nelson called upon the sailors of his island nation to ward off an attack by the combined French and Spanish navies. It was a battle to the finish and one in which Nelson was mortally wounded. When told of eminent victory, among his final words were, “Now I have done my duty.”

Golf course managers today are charged with myriad duties, maybe not with life and death consequences, but critical nonetheless. Foremost among them is the recruitment, training and retention of a qualified and motivated staff. There is no more important role to the financial and operational well-being of courses simply because so many moving parts require near constant attention.

What’s more, the job is getting tougher. The U.S. has more job openings than unemployed people, a situation known as “full employment.” The U.S. economy added 216,000 jobs in April, notching a record 103 straight months of job gains and signaling that the current economic expansion shows little sign of stalling. The Labor Department reported in July that the unemployment rate fell to 3.6 percent, the lowest since 1969.

What we should glean from those statistics is that the war for talent continues unabated across U.S. businesses, making it even more challenging for leaders to build a staff with the highest quality workers. Becoming an employer of choice in your market is now a business imperative. Here are five ways to distinguish your facility:

1. Prioritize. With labor costs representing slightly more than half of operational costs at most facilities, making your course and club attractive to job seekers is a smart use of resources. Start by deciding the selection criteria for each position. Thinking through on-the-job performance standards helps to establish the search criteria for each position. This careful job description serves to focus the employer’s intentions and expectations. Detailed job description and criteria also clarify the opportunity for prospective employees, so they know going in what is expected of a successful candidate.

The process seems simple, but many employers fail to prioritize the time and thought process to describe what is needed from a specific position.

2. Organize. Employees want to know what will be expected of them in the job. An organized approach to describing the position makes sure employer and employee are on the same page, reducing surprises and establishing an understanding on key aspects of employment. Carefully organizing the position description signals that you know what you want and will keep searching until you find the best candidate.

3. Standardize. Your search process is a miniature branding effort. Using consistent and professional formatting, job and benefits descriptions and comprehensive summaries of expected annual income guide prospective employees to you. Remember, you’re not simply searching for someone to fill a position – you’re searching for the best possible fit.

Describe the culture of your team with words that demonstrate commitment and dedication. For most people, work is an emotional relationship before it is an economic consideration. In a December 2018 study of employees’ attitudes, Clutch, a B2B search firm, noted that “workplace values are essential to recruiting, retaining, and motivating quality employees.” In the same study, employees emphasized the importance of fair treatment and compensation alongside ethical treatment. While compensation is obviously important, how people feel about themselves in their jobs is even more valuable.

4. Recognize. To keep top performers, celebrate their successes. To many workers, the respect of their co-workers is highly important. Create a culture that recognizes the efforts and successful performance results of teammates. There are many examples of employee recognition successes, but most important is keeping the recognition fair, transparent and generous. Recognition will prove to be one of your best investments in time and money.

5. Evolution-ize. Create a recruitment and retention process that evolves with the workforce, your club and employees. Most staff members want to work where there is a fresh and invigorating environment. Traditions are extremely important and should be balanced with the need of employees to see change and growth in their jobs and lives.

This article was authored by GGA Partner Henry DeLozier for Golf Course Industry Magazine. 

Menu