Tag: resume

Executive Search: CFO, Goodwill Middle Georgia & the CSRA

Date:

 

Goodwill Middle Georgia

CHIEF FINANCIAL OFFICER
GOODWILL MIDDLE GEORGIA & THE CSRA
Augusta & Macon, GA

Our History

Dr. Edgar J. Helms, a Methodist minister, founded Goodwill in 1902 in Boston, MA. Dr. Helms collected used household goods and clothing in wealthier areas of the city, then trained and hired unemployed people to mend and repair the used goods. The goods were then resold, and proceeds paid the workers’ wages and were invested in the development of job training programs. The system worked, and the Goodwill philosophy of a hand up, not a hand out was born. Dr. Helms’ vision set an early course for what has become a $6.5 billion nonprofit organization with more than 165 autonomous member organizations worldwide.

Goodwill Industries of Middle Georgia, Inc. (GIMG) was founded in 1975 to serve individuals with disabilities and other special needs. Since that time, the organization has continued to grow, as illustrated by the following timeline:

1996 – Goodwill Industries of Middle Georgia, Inc. expanded its territory into Augusta, Georgia and Aiken, South Carolina, increasing the number of service counties to 35 to become Goodwill Industries of Middle Georgia and the Central Savannah River Area (CSRA).

2007 –  Helms College was established in Macon with the focus of creating an educational model for Goodwill Industries nationwide to provide skills training industry certifications, degrees in high-demand middle skill occupations in the culinary arts, medical/health, automotive technology, information technology and other occupational fields that lead to meaningful jobs for individuals.

2012 – A second campus for Helms College opened in Augusta offering education in culinary arts at its School of Hospitality.

2016 – The Augusta campus began offering classes at its School of Health Services. Helms College currently offers Associate Degree and Diploma programs in culinary arts at its Macon and Augusta campuses, and health services programs for Multi-Skilled Medical Assistant and Medical Administrative Assistant certification at the Augusta campus. The key differentiator of Helms College from other learning institutions is our abundant experiential learning.

Learn more at goodwillworks.org and  www.helms.edu

Goodwill Middle Georgia & the CSRA also operates Edgar’s Hospitality Group (EHG), consisting of  hospitality venues in Macon and Augusta with plans to build an agri-tourism campus at Lake Oconee Georgia. To learn more about the EHG properties, visit here.

What We Believe

Goodwill Industries believes work plays a critical role in the ability of individuals to achieve desirable life outcomes. The founder of Goodwill Industries, Dr. Edgar J. Helms, believed that individuals wanted and needed an opportunity, a chance beyond charity, and this basic philosophy has set the vision for the Goodwill movement since 1902.

Mission
We build lives, families and communities one career at a time by helping people develop their God-given gifts through education, work and career services.

Values
I am proud to be Goodwill.
Service – I will practice hospitality.
Ownership – I will go above and beyond with every job I do.
Accountable – I will keep my commitments.
Respect – I will base my interactions with others on honesty and integrity.

The Role of the Chief Financial Officer

Reporting to the President/CEO, the Chief Financial Offer (CFO) will work closely with the CEO and peers to achieve GIMG’s 2025 strategic plan success measures through strategies that will enhance profitability, productivity and efficiency throughout the organization.

This key executive leadership position will lead the finance department, (annual operating budget of $55 million) with executive responsibility for budgeting, banking relationships, IT system, franchising, and mergers & acquisitions.

As member of the Goodwill Executive Leadership Team, the CFO will be expected to understand and fully embrace the faith-based, “hand up” mission of Goodwill and demonstrate daily the core values of service, ownership, accountability, and respect.

Principle Accountabilities – CFO

Plan and direct GIMG’s real estate activities, including land/building acquisitions and leasing/landlord relations. Develops all pro-forma presentations for GIMG board of director’s consideration.

  • Participate in organizational strategic planning initiatives and direct/coordinate activities of department in compliance with this plan.
  • In concert with VP Finance, plan and coordinate preparation of organizations annual operating business plan and budget, after collaborative negotiation with department executive leadership.
  • Assume lead role in all contract reviews/negotiations and project fiscal forecasting due diligence. Develop proposals for CEO’s consideration and approval.
  • Provide oversight for all capital development, and acquisition of funds for new ventures.
  • Interact with senior staff to identify, evaluate and promote new business opportunities.
  • Oversight responsibility of all Information Technology functions.
  • Identify agency “vital” operating data elements. Create and manage IS system to capture and disseminate data on a timely basis.
  • Create, foster, and manage third party relationships for banking, financing and other collateral administrative functions.
  • Review for implementation by VP of Finance, statutory and regulatory compliance procedures for all fiscal functions of the organization.
  • Work with VP of Finance to source, manage and publish annual certified fiscal and compliance audits.
  • Prepare and maintain investment policy and long-term investments, direct and monitor performance.
  • Responsible for all Risk Management and Loss Prevention functions.
  • Ensure compliance within areas of responsibility of all regulatory and accreditation bodies.
  • Mentor and develop staff using a supportive and collaborative approach: assign accountabilities; set objectives; establish priorities; and monitor and evaluate results.
  • Build relationships with CFO’s from other Goodwill organizations and CFO’s from other colleges and universities to obtain best practice benchmark Ideas to incorporate into GIMG procedures.
  • Manage M/A and business collaborations and contract negotiations with prospective partner organizations.

Qualifications

  • CPA licensed professional with an MBA is preferred.
  • A blend of for-profit and non-profit executive experience gained leading diverse profit generating business lines.
  • Minimum five years of senior management experience with a mid-size company where turn-key leadership was required.
  • Experience developing information technology systems that support organization-wide operational strategic growth and sustainment.
  • Banking finance and investment senior experience.
  • Experience with mergers and acquisitions.
  • Experience with financial management of accredited federally financial aid eligible post-secondary Institutions preferred.
  • Demonstrated experience creating and taking new business ventures from a concept to a successful, revenue generating operation.
  • Superior budget and/or financial planning and management skills involving multi-million dollar and multi-site operations.
  • General administrative skills including developing, implementing and monitoring company-wide policies and procedures.
  • Excellent verbal and written communications skills.
  • Strong people skills with abilities to partner with a dynamic leadership team and interact with all levels of employees.
  • Must be aligned with and energized by Rev. Edgar Helm’s faith based social enterprise model to eliminate poverty one career at a time.

Note: A pre-employment drug screen and background check will be required.

Salary & Benefits
Salary is open and commensurate with qualifications and experience. The company offers an excellent bonus and benefit package.

Inquiries

Interested candidates should submit résumés along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Thursday, September 30, 2021.

Please email résumé with references. Documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Goodwill CFO Cover Letter” and “Last Name, First Name, Goodwill CFO Resume”) respectively to: execsearchus@ggapartners.com.

Executive Search: Vice President, Hospitality at Edgar’s Hospitality Group

Date:

VICE PRESIDENT HOSPITALITY
EDGAR’S HOSPITALITY GROUP
Augusta, GA

 

The Company
Edgar’s Hospitality Group (EHG) is an LLC operated by Goodwill Industries of Middle Georgia (GIMG) that operates hospitality venues in Macon and Augusta with plans to build an agri-tourism campus at Lake Oconee Georgia. EHG is named after the founder of Goodwill Industries, Rev. Edgar J. Helms.

The hospitality enterprises include restaurants, conference centers, large food service contracts, a bakery café, a private city club, and a local farm to provide fresh products with a new agri-business that allows culinary agriculture certifications for students. Chef Frank Kassner is the Director of Culinary Operations for EHG and the corporate executive chef.

Edgar’s Hospitality Group was founded to provide a new source of revenue for GIMG and to create diverse applied learning venues for the students at Helms College’s School of Hospitality managed by Bruce Ozga, VP, Culinary Education.

What We Believe
Goodwill Industries believes work plays a critical role in the ability of individuals to achieve desirable life outcomes. The founder of Goodwill Industries, Dr. Edgar J. Helms, believed that individuals wanted and needed an opportunity, a chance beyond charity, and this basic philosophy has set the vision for the Goodwill movement since 1902.

Mission
We build lives, families and communities one career at a time by helping people develop their God-given gifts through education, work and career services.

Values
I am proud to be Goodwill.
Service – I will practice hospitality.
Ownership – I will go above and beyond with every job I do.
Accountable – I will keep my commitments.
Respect – I will base my interactions with others on honesty and integrity.

Our Properties

Edgar’s Above Broad (Augusta, GA), recently opened in September 2020 as an exciting new 17,000 square foot indoor-outdoor restaurant and entertainment venue. www.edgarsabovebroad.com

 

The Pinnacle Club (Augusta, GA), a premier dining membership club in downtown Augusta which provides incredible views of the Savannah River and Augusta cityscape. www.pinnacleclubaugusta.com

 

Edgar’s Grille (Augusta, GA), an upscale casual restaurant which offers New American cuisine with a Southern Flair. www.edgarsgrille.com

 

Anderson Conference Center (Macon, GA), centrally located in the state, the Anderson Conference Center features 15,000 square feet of meeting space, including a 700-seat banquet space and six break-out conference rooms with premier technology. www.andersonconferencecenter.com

 

 

The Snelling Center (Augusta, GA), a conference venue co-located with Edgar’s Grille which can accommodate events from ten to 300 guests.
www.edgarsgrille.com/meetings-events

 

Edgar’s Bistro (Macon, GA), offers weekday lunch and dinner, a full-service bar and catering service. www.goodwillworks.org/upscalebistro

 

Edgar’s Bakehouse (Augusta, GA), bookstore and café which specializes in gourmet coffees, smoothies, paninis, salads, and fresh baked breads and desserts. An Edgar’s Bakehouse production bakery is being built for commercial baking enterprise launch in late 2021.

 

Wright’s Farm and Lake Oconee Agri-Tourism Farm Campus (Augusta, GA), coming soon. www.wrightsfarmaugusta.com

 

The Role of the Vice President, Hospitality

Reporting to the President/CEO, the Vice President, Hospitality will work closely with the CEO and peers to achieve GIMG’s 2025 strategic plan success measures through strategies that will enhance profitability, productivity and efficiency.

This key executive will lead the start-up and operations of all new hospitality operations, maintain benchmark controls and outcomes for existing properties, manage budgets, lead a large team and promote a culture of high performance.

As member of the Goodwill Team, the Vice President, Hospitality is expected to understand and fully embrace the faith-based, “hand up” mission of Goodwill and demonstrate daily the core values of service, ownership, accountability, and respect.

Principle Accountabilities – Vice President, Hospitality

> Lead Edgar’s Hospitality Group to be three things: profitable, a provider of vibrant applied learning enterprises for the students at Helms College, and a daily stage to tell the Goodwill life changing story in a manner that leads to philanthropic Investment.

> Direct the start-up and operational leadership of all new hospitality operations to be launched as applied learning venues associated with Helms College within GIMG’s thirty-five county territory and franchise operations in other Goodwill territories.

> Maintain benchmark operational controls and outcomes in existing hospitality business lines.

> Oversee development and implementation of budgets for multiple hospitality enterprise operations; responsible for meeting budget objectives for growth in revenues, gross margins, operating profit, and net cash flow.

> Assure top-line business growth through increased accountability, innovation, increased sales, expanded operations, reaching new markets and diversification.

> Annually revise and develop short and long-range plans for all assigned areas; establish performance measures for multiple enterprise operations.

> Maintain continuous lines of communication, keeping the President informed of all critical issues.

> Lead a large team of direct and indirect employees to ensure the execution and completion of business goals; evaluate performance for compliance with established policies and objectives of the company and contributions in attaining objectives.

> Promote a culture of high performance and continuous improvement that values learning and a commitment to quality.

> Mentor and develop staff using a supportive and collaborative approach: assign accountabilities; set objectives; establish priorities; and monitor and evaluate results.

> Promote Goodwill externally as a community-based non-profit with a key human and economic development role.

Qualifications

> A graduate business or hospitality degree is required.

> Minimum five years of senior leadership of a restaurant group, an independent luxury resort or multi-faceted entertainment company.

> Multi-unit executive level hospitality operations leadership experience required.

> Demonstrated experience creating and taking new business ventures from a concept to a successful, revenue generating operation.

> Superior budget and management skills involving multi-million dollar and multi-site operations.

> General administrative skills including developing, implementing and monitoring company-wide policies and procedures.

> Excellent verbal and written communications skills.

> Strong people skills with abilities to partner with a dynamic leadership team and interact with all levels of employees.

> Must be aligned with and energized by Rev. Edgar Helm’s faith based social enterprise model to eliminate poverty one career at a time.

Note: A pre-employment drug screen and background check will be required.

Salary & Benefits
Salary is open and commensurate with qualifications and experience. The company offers an excellent bonus and benefit package.

Inquiries
Interested candidates should submit résumés along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Friday, September 3, 2021.

Documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Edgars VPH Cover Letter” and “Last Name, First Name, Edgars VPH Resume”) respectively to: execsearchus@ggapartners.com. Please email résumé with references.

 

For more information about Goodwill of Middle Georgia please visit www.goodwillworks.org; www.helms.edu; www.helmsgoldstandardculinary.com; www.edgarsabovebroad.com.

Executive Search: SVP Hospitality & Finance at Edgar’s Hospitality Group

Date:

SENIOR VICE PRESIDENT HOSPITALITY & FINANCE
EDGAR’S HOSPITALITY GROUP
Augusta, GA

 

The Company

Edgar’s Hospitality Group (EHG) is an LLC operated by Goodwill Industries of Middle Georgia (GIMG). EHG operates hospitality venues in Macon and Augusta with plans to build an eco-tourism campus at Lake Oconee Georgia. EHG is named after the founder of Goodwill Industries, Rev. Edgar J. Helms.

The mission of Goodwill Industries of Middle Georgia (GIMG) is to build lives, families, and communities one career at a time by helping people develop their God-given gifts through education, work, and career services. Edgar’s Hospitality Group was created to support this mission through its portfolio of applied learning venues.

The hospitality enterprises include restaurants, conference centers, food service contracts, a bakery café, a private city club, and a local farm to provide fresh products with a new agri-business that allows culinary agriculture certifications for students. Chef Frank Kassner is the Director of Culinary Operations for EHG and the corporate executive chef.

Edgar’s Hospitality Group was founded to provide a new source of revenue for GIMG and to create diverse applied learning venues for the students of Helms College’s School of Hospitality managed by Bruce Ozga, VP Culinary Education.

Properties operated by EHG include:

Edgar’s Above Broad (Augusta, GA), recently opened in September 2020 as an exciting new 17,000 square foot indoor-outdoor restaurant and entertainment venue. www.edgarsabovebroad.com

The Pinnacle Club (Augusta, GA), a premier dining membership club in downtown Augusta which provides incredible views of the Savannah River and Augusta cityscape. www.pinnacleclubaugusta.com

Anderson Conference Center (Macon, GA), centrally located in the state, the Anderson Conference Center features 15,000 square feet of meeting space, including a 700-seat banquet space and six break-out conference rooms with premier technology. www.andersonconferencecenter.com

Edgar’s Grille (Augusta, GA), an upscale casual restaurant which offers New American cuisine with a Southern Flair. www.edgarsgrille.com

The Snelling Center (Augusta, GA), a conference venue co-located with Edgar’s Grille which can accommodate events from ten to 300 guests. www.edgarsgrille.com/meetings-events

Edgar’s Bistro (Macon, GA), offers weekday lunch and dinner, a full-service bar and catering service. www.goodwillworks.org/upscalebistro

Edgar’s Bakehouse (Augusta, GA), bookstore and café which specializes in gourmet coffees, smoothies, paninis, salads, and fresh baked breads and desserts. An Edgar’s Bakehouse production bakery is being built for commercial baking enterprise launch in late 2021. New website coming soon.

Wright’s Farm and Lake Oconee Eco-Tourism Farm Campus (Augusta, GA), coming soon. www.wrightsfarmaugusta.com

The SVP Hospitality & Finance Position

Reporting to the President/CEO, the Senior Vice President Hospitality & Finance (SVPH&F) will work closely with the CEO and peers to achieve GIMG’s 2025 strategic plan success measures through strategies that will enhance profitability, productivity and efficiency throughout the organization.

In addition to leading Edgars Hospitality Group this key executive leadership position will serve a dual role as the CFO for Goodwill Industries of Middle Georgia. Leading the finance department of this $50 million operating budget non-profit will involve executive responsibility for budgeting, banking relationships, franchising, and mergers & acquisitions.

As member of the Goodwill Executive Leadership Team, the SVPH&F will be expected to understand and fully embrace the faith-based, “hand up” mission of Goodwill and demonstrate daily the core values of service, ownership, accountability, and respect.

Principle Accountabilities – SVP Hospitality

 

  • Lead Edgar’s Hospitality Group to be three things: profitable, vibrant applied learning enterprises for the students of Helms College, and a daily stage to tell the Goodwill life changing story in a manner that leads to philanthropic Investment.
  • Direct the start-up and operational leadership of all new hospitality operations to be launched as applied learning venues associated with Helms College within GIMG’s thirty-five county territory and franchise operations in other Goodwill territories.
  • Maintain benchmark operational controls and outcomes in existing hospitality business lines.
  • Oversee development and implementation of budgets for multiple hospitality enterprise operations; responsible for meeting budget objectives for growth in revenues, gross margins, operating profit, and net cash flow.
  • Assure top-line business growth through increased accountability, innovation, increased sales, expanded operations, reaching new markets and diversification.
  • Annually revise and develop short and long-range plans for all assigned areas; establish performance measures for multiple enterprise operations.
  • Maintain continuous lines of communication, keeping the President informed of all critical issues.
  • Lead a large team of direct and indirect employees to ensure the execution and completion of business goals; evaluate performance for compliance with established policies and objectives of the company and contributions in attaining objectives.
  • Promote a culture of high performance and continuous improvement that values learning and a commitment to quality.
  • Mentor and develop staff using a supportive and collaborative approach: assign accountabilities; set objectives; establish priorities; and monitor and evaluate results.
  • Promote Goodwill externally as a community-based non-profit with a key human and economic development role.

Principle Accountabilities – CFO

 

  • Plans and directs GIMG’s real estate activities, including land/building acquisitions and leasing/landlord relations. Develops all pro-forma presentations for GIMG board of director’s consideration.
  • Participate in organizational strategic planning initiatives and direct/coordinate activities of department in compliance with this plan.
  • In concert with VP Finance, plan and coordinate preparation of organizations annual operating business plan and budget, after collaborative negotiation with department executive leadership.
  • Assume lead role in all contract review and negotiation and project fiscal forecasting due diligence. Develop proposal for CEO’s consideration and approval.
  • Provide oversight for all capital development, and acquisition of funds for new ventures.
  • Interact with senior staff to identify, evaluate and promote new business opportunities.
  • Responsible for oversight of all Information Technology functions.
  • Identify agency “vital” operating data elements. Create and manage IS system to capture and disseminate data on a timely basis.
  • Create, foster, and manage third party relationships for banking, financing and other collateral administrative functions.
  • Review for implementation by VP of Finance, statutory and regulatory compliance procedures for all fiscal functions of the organization.
  • Working with VP of Finance, source, manage and publish annual certified fiscal and compliance audits.
  • Prepare and maintain investment policy and long-term investments, direct and monitor performance.
  • Responsible for all Risk Management and Loss Prevention functions.
  • Ensures compliance within areas of responsibility of all regulatory and accreditation bodies.
  • Mentor and develop staff using a supportive and collaborative approach: assign accountabilities; set objectives; establish priorities; and monitor and evaluate results.
  • Build relationships with CFO’s from other Goodwill organizations and CFO’s from other Colleges/Universities to obtain best practice benchmark Ideas to Incorporate Into GIMG.

Qualifications

  • A graduate business or hospitality degree is required, CPA licensure is preferred.
  • A blend of for-profit and non-profit executive experience gained leading diverse profit generating business lines.
  • Minimally five years of senior leadership on both the finance and operations side of an independent luxury resort or multi-faceted entertainment company.
  • Banking finance and investment senior experience.
  • Multi-unit executive level hospitality operations leadership experience required.
  • Experience with mergers and acquisitions.
  • Experience with financial management of accredited federally financial aid eligible post-secondary Institutions preferred.
  • Demonstrated experience creating and taking new business ventures from a concept to a successful, revenue generating operation.
  • Superior budget and/or financial planning and management skills involving multi-million dollar and multi-site operations.
  • General administrative skills including developing, implementing and monitoring company-wide policies and procedures.
  • Excellent verbal and written communications skills.
  • Strong people skills with abilities to partner with a dynamic leadership team and interact with all levels of employees.
  • Must be aligned with and energized by Rev. Edgar Helm’s faith based social enterprise model to eliminate poverty one career at a time.

Note: A pre-employment drug screen and background check will be required. The position is available June 15, 2021.

Salary & Benefits

Salary is open and commensurate with qualifications and experience. The company offers an excellent bonus and benefit package.

Inquiries

Interested candidates should submit résumés along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Wednesday, June 11, 2021.

Documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Edgars SVPHF Cover Letter” and “Last Name, First Name, Edgars SVPHF Resume”) respectively to: execsearchus@ggapartners.com. Please email résumé with references.

For more information about Goodwill of Middle Georgia please visit www.goodwillworks.org; www.helms.edu; www.helmsgoldstandardculinary.com; www.edgarsabovebroad.com.

Executive Search: GM/COO at Grandfather Golf & Country Club

Date:

GENERAL MANAGER/CHIEF OPERATING OFFICER
GRANDFATHER GOLF AND COUNTRY CLUB
Linville, NC

 

THE CLUB

The history of Grandfather Golf and Country Club starts in 1885 when businessman Hugh MacRae first viewed the Linville River Valley and the rugged peaks of Grandfather Mountain. MacRae was so awestruck by the area’s natural beauty that he immediately wrote his father, Donald MacRae of Wilmington, N.C., for support to purchase a tract of land. The tract, which stretched from Pineola past Linville Gap, encompassed all of Grandfather and Grandmother Mountains, Linville Ridge, lnvershiel, part of Sugar Mountain, and what is now Grandfather Golf and Country Club.

Donald MacRae consented to the purchase, and along with a few other investors, including department store founder of Philadelphia John Wanamaker, Linville Improvement Company was formed. By 1889, Hugh MacRae had purchased a total of 15,570 acres, mostly from S.S. Lenoir, for whom the city of Lenoir is named.

The area quickly became a popular summer resort for golf and health and is a visual reminder of MacRae’s native Scotland. By 1944, Linville Company sold 3,000 acres to the Linville Resorts Property Owners Association. Included in the sale were the golf course designed by Donald Ross (creator of the Pinehurst Golf Club), Eseeola Lodge, horseback riding facilities, and the townsite of Linville. In 1952, the Linville Company was dissolved, and the remaining 11,000 acres were divided between four family members, including Mrs. Hugh MacRae, daughter Agnes MacRae Morton, as well as Agnes’ children, Agnes Morton Cocke Woodruff and Hugh Morton.

Aggie’s share of the lands included 1,958 acres in the Linville River Valley, two miles north of Linville. Having spent most of her summers growing up in Linville, her love of the High Country remained strong. Aggie, a three-time state ladies’ amateur golf champion, invested her inheritance, and – with the help of highly-respected golf course designer Ellis Maples and cofounders Hugh Morton, her brother, and John Williams, their friend – her vision turned to reality with the opening of Grandfather Golf and Country Club in 1968, where friendly amenities surround some of the best mountain golf in the world.

Vision Statement: “To be one of the pre-eminent, family-oriented clubs in the Southeast.”

 

 

GRANDFATHER GOLF AND COUNTRY CLUB OVERVIEW

 

  • 480 Members: capital of 434, club/social of 28, legacy of 18
  • Initiation Fee of $85,000
  • Annual Dues: $18,100 for club operations and capital expenses and $4,500 for village fees
  • Budgeted total expenditures for fiscal year 2021 of $15 million (includes club, capital, and village)
  • Food and beverage volume of $1.5 million
  • Gross payroll of $6 million
  • Strong balance sheet and positive cash flow
  • 220 employees (165 seasonal, 55 year-round)
  • Nine board members plus one ex-officio
  • Average age of members is 67
  • Championship Golf Course ranked second in North Carolina and first in the West Regional ranking and first among private courses in North Carolina per the North Carolina Golf Panel
  • Club community ranked seventeenth in the top 200 resort communities in the U.S. by GolfWeek
  • Grandfather Village is an incorporated municipality

THE GENERAL MANAGER/CHIEF OPERATING OFFICER POSITION

The General Manager (GM) has total operational responsibility for the club and reports to the president of the club, who also chairs the board of directors. The GM oversees a country club with two golf courses, multiple dining venues, and a broad array of other amenities. Further, the GM has comparable responsibilities to a city or county manager as it pertains to overseeing all aspects of the incorporated municipality of Grandfather, including managing common property and infrastructure, maintaining roads, operating a state-regulated water/sewer utility, and providing security services. Finally, the GM directs a real estate operation that markets and sells residential properties within the village and that supports the attraction of new members.

Primary Responsibilities

 

  • Coordinate the development and execution of the club’s long-range and annual business plans to achieve the mission of the club
  • Prepare comprehensive operating plans and budgets, obtain approval from the board, and operate in accordance with approved budgets
  • Maintain a long-term capital budget to assure the sustained material condition of all physical assets of the club
  • Plan, develop and approve specific operational policies, programs, procedures, methods, rules and regulations in concert with board-approved policies
  • Direct the recruiting and training of all staff
  • Establish employee rules and regulations, work schedules, internal controls, and a performance appraisal system
  • Assure that the highest standards are set and achieved in providing member service and satisfaction
  • Ensure that the club is operated in accordance with all applicable local, state, and federal laws
  • Ensure compliance with regulatory and other governmental agencies that have oversight of various club assets and operations, including utility regulation, water quality, and environmental statutory law compliance
  • Provide the board and committees with relevant information on trends and developments in the club/residential community business
  • Ensure that the committees established by the board are well-supported and operate in accordance with board-approved policies and directives
  • Oversee security, risk management, and health and safety programs to ensure that measures are in place to protect members, employees, staff, and club physical assets
  • Ensure that the board is thoroughly informed on the status of club operations, member satisfaction, and financial performance
  • Provide a comprehensive communications program that keeps all appropriate constituencies informed on relevant matters
  • Interact with local community leaders and organizations
  • Perform other duties and functions as the club board may direct that are consistent with this job description

Direct Reports

 

  • Chief Financial Officer
  • Manager of Human Resources & Administration
  • Director of Agronomy
  • Director of Golf
  • Director of Recreation
  • Head Tennis Professional
  • Head Croquet Professional
  • Director of Security
  • Director of Facilities and Infrastructure
  • Clubhouse Manager
  • Executive Chef
  • Communications Director
  • Membership Coordinator
  • Manager of Community Housekeeping
  • Head Broker of Grandfather Club Properties

Core Leadership Competencies

 

  • Ability to define a simple and understandable vision of success for the management team
  • Ability to see the big picture, take stock, identify problems/needs, and conceptualize solutions/strategies
  • Ability to focus on the essentials, to attend to detail, and to follow through on decisions
  • Ability to create a sense of followership among subordinates
  • Ability to attract and develop a strong supporting management team
  • Ability to demonstrate a strong member satisfaction ethic and to interact with the membership in a frequent and friendly manner
  • Ability to articulate the highest performance and ethical standards, demand compliance, and move swiftly and positively when corrective action is warranted
  • Ability to cope with day-to-day pressures and maintain a healthy and positive culture

Candidate Qualifications

 

  • A minimum of 7 years of progressive leadership and management experience in a private club environment.
  • A Bachelor’s Degree from an accredited college or university, preferably in Hospitality Management or Business.
  • Certified Club Manager (CCM) or in active pursuit of designation preferred.

Note: A pre-employment drug screen and background check will be required. The position is available August 1, 2021.

 

Salary & Benefits

Salary is open and commensurate with qualifications and experience. The club offers an excellent bonus and benefit package.

 

Inquiries:

IMPORTANT: Interested candidates should submit résumés along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Wednesday, May 12, 2021.

Documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Grandfather GM/COO Cover Letter” and “Last Name, First Name, Grandfather GM/COO Resume”) respectively to: execsearchus@ggapartners.com. Please email résumé with references.

For more information about Grandfather Golf & Country Club, please visit www.grandfatherclubnc.com.

Staffing For Success: Part 2

Date:

Game Plan – Henry DeLozier‘s monthly column in Golf Course Industry Magazine – continues its series on staffing for success with the second of three installments. After looking at how the pandemic has afforded club and course managers the opportunity to reevaluate their teams and redefine job descriptions in Staffing for Success: Part 1, we turn to finding and hiring the right team members.

As businesses reshape themselves into leaner and more efficient operations, top performers are the best value their money can buy.

A great many Americans are currently unemployed and looking for a job. According to the U.S. Bureau of Labor Statistics, 6.7 percent of the labor force — more than 10 million people — is out of work. Finding top performers for rising needs in club management roles should be easy work, right? If only it were a simple matter of statistics.

As management professionals in any business know, the magic is finding the right person for the right job. With the war for talent continuing to escalate, we turn to three experts to help us identify the best practices for optimum staffing in these turbulent times.

Jim Collins: Get the right people on the bus

Step one, as management thinker Jim Collins advises in his bestseller “Good to Great,” is to start by “getting the right people on the bus, the wrong people off the bus, and the right people in the right seats” before heading down the proverbial highway. In other words, focus on “who” before determining “what.”

Those who build great organizations make sure they have a busload of people who can adapt and perform brilliantly no matter what comes next. Selecting the right people is a matter of clearly deciding what types of people — attitudes, talents, backgrounds, skillsets — are needed to enable your team to accomplish great things.

Jeff Bezos: Ask these three questions

The Amazon founder uses a straightforward three-question guide for hiring key employees. Bezos’ three questions offer direct application to the management of golf and private clubs and are particularly useful during unpredictable circumstances.

1. Will you admire this person?

“If you think about the people you’ve admired in your life, they are probably people you’ve been able to learn or take an example from,” Bezos says. This discipline requires that management first knows who he or she is and has a clear-eyed understanding of the strengths and benefits that are needed for any position. Hiring managers do well to ask themselves:

  • What traits and attributes inspire me to be my best?
  • What do we need?
  • To what do we aspire?

2. Will this person raise the average level of effectiveness of the group they are entering?

Will the candidate increase the efficiency within the organization? Is he or she able to see around the corner and anticipate needs? Are they willing to challenge established norms and traditions? (Should course setup be executed in the afternoon instead of first thing each day? Can mechanical work be executed after hours by veterans who need extra work?)

3. Along what dimension might the person be a superstar?

Listen to candidates’ answers. Push for details. Ask follow-up questions to understand how your candidate thinks and imagines your operation. One is more likely to be a superstar when he or she is encouraged to make others better.

Regina Hartley: Hire the scrapper

Throughout her 25-year UPS career — working in talent acquisition, succession planning, learning and development, employee relations, and communications — Hartley has seen how people with passion and purpose will astound you when given the opportunity. That’s why she says, “Hire the scrapper.” She defines scrappers as people who have had to fight against the odds to get ahead. They differ from those she calls the “silver spoons” — people who have had clear advantages in their lives and from birth seem destined for success.

Before tossing the résumé of someone who has obviously scrapped his or her way to the experience and skills that qualify them for a job in your organization, at least give them an interview, Hartley says: “A résumé tells a story. A patchwork quilt of odd jobs and experiences may signal a lack of focus and unpredictability. Or it may indicate a committed struggle against obstacles.”

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

Read Staffing for Success: Part 3

Executive Search: General Manager at Turtle Point Yacht & Country Club

Date:

GENERAL MANAGER
TURTLE POINT YACHT & COUNTRY CLUB
Killen, AL

 

The Club

Founded in 1961, Turtle Point Yacht & Country Club is a member-owned club in Killen, Alabama, and recognized as one of Alabama’s best kept secrets. Turtle Point is one of those pleasant surprises that one finds from time to time; complete with clubhouse, golf course, tennis courts, and marina, the Club exudes Southern charm.

Not only is the golf course exceptional, but the Club’s location on the banks of the Tennessee River makes it a unique and special destination in and of itself. Blessed by its location, membership, and staff, Turtle Point is an experience that is unmatched in the Southeast. After one visit, we’re certain that you will agree.

Designed by famed architect Robert Trent Jones, Sr., the 18-hole golf course is ranked 4th best in Alabama by Golf Digest and has been the host site of the SEC Championship, the State Amateur Championship, the Southern Amateur as well as other notable events over its 50 plus year history.

The Club’s tennis facility includes 6 immaculately maintained all-weather Laykold hard courts with water views. The pool complex includes a large “L” shaped pool, a toddler wading pool, an extensive deck and Cabana with showers and bathroom facilities, as well as a snack bar with covered dining areas. The clubhouse consists of the administrative offices, kitchen, member dining areas, lounge, and banquet facilities. The Marina offers eighteen 60′ covered slips, eighteen 40′ covered slips, ten 24′ covered slips, sixteen open sailboat and ski boat slips, and twelve personal watercraft slips.

Turtle Point Yacht & Country Club Overview:

 

  • 485 members
  • Initiation Fee $10,600
  • Annual Dues $6,000
  • $4.40M Gross Volume
  • $2.30M Annual Dues
  • $1.30M F&B Volume
  • $2.0M Gross Payroll
  • 100 Employees in-season, 60 off-season
  • 5 Executive Committee Members
  • Average age of members is 60

The General Manager Position

The General Manager reports to the Board and coordinates with the President of the Board on a regular basis. The General Manager implements the policies established by the Board of Directors and the Club’s bylaws. He/she develops operational policies and is responsible for the creation and implementation of standard operating procedures for all areas. This includes the preparation of the annual operating and capital budgets and management of operations to attain the desired results.

The General Manager coordinates all management functions and works in concert with committee chairs in assisting them in the development of proposed policies, programs, events, etcetera.

The General Manager is the lead coordinator of programming and development of synergy among all departments. Overseeing the internal and external marketing strategies for membership growth and member engagement is a critical part of the position.

The General Manager should have a strong presence and seek to be highly visible to the membership and staff. They set the tone for consistently treating members with first class of hospitality and communicate this expectation to the entire staff as well.

Important Individual Characteristics

  • A naturally enthusiastic personality and passion for the club management profession.
  • A natural leadership style which promotes staff and membership engagement.
  • Ability to act as a thought partner with the board and committees.
  • The ability to communicate effectively, both verbally and in writing.
  • Disciplined follow-through to ensure the vision and goals of the Club come to fruition.
  • Ability to cultivate a high-level of member services and satisfaction.
  • Possess a strong understanding of top-notch food and beverage experiences for Club members and guests.
  • Effective fiscal management through delivery of actual operational and capital results in alignment with approved budgets.
  • Maintain a high level of visibility to members and staff as the face of the Club.
  • Understands the importance of digital communication and can utilize web and social media tools to communicate with the staff and membership.
  • Ability to develop a dedicated team with a shared vision.

Candidate Qualifications:

  • A minimum of 5 years of progressive leadership and management experience in a private club environment. Current Assistant General Managers or Clubhouse Managers at well-recognized clubs with verifiable records of achievement will also be considered.
  • A Bachelor’s Degree from an accredited college or university, preferably in Hospitality Management or Business.
  • Certified Club Manager (CCM) designation preferred.

Note: A pre-employment drug screen and background check will be required. The position is available March 1, 2021.

Salary & Benefits:

Salary is open and commensurate with qualifications and experience. The Club offers an excellent bonus and benefit package.

Inquiries:

IMPORTANT: Interested candidates should submit résumés along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Monday, March 15, 2021.

Documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Turtle Point GM Cover Letter” and “Last Name, First Name, Turtle Point GM Resume”) respectively to: execsearchus@ggapartners.com. Please email résumé with references.

For more information about Turtle Point Yacht & Country Club, please visit tpycc.org.

Executive Search: Assistant General Manager at Hampton Hall Club

Date:

ASSISTANT GENERAL MANAGER
HAMPTON HALL CLUB
Bluffton, SC

 

The Club:

Located in the heart of Bluffton, SC, the Club at Hampton Hall Club and Community is much more than a collection of amenities. The Club experience is focused on bringing people together – friends, family, members and guests – and it’s designed to evolve and adapt to the membership’s wants and needs. No one element exists on its own: the golf blends seamlessly with dining and the same is true for the tennis and pickleball program and the fitness center. Each piece relies on the other, and they all come together to form what the community calls the Total Experience. One that can be shared with the whole family and is the source of cherished memories again and again.

Hampton Hall Club and Community is a lifestyle community with 944 private residences. The stunningly unspoiled natural beauty of Hampton Hall’s private links-style golf course from legendary architect, Pete Dye, is a thrill to behold – in the early morning or late afternoon, from the tee box, the fairway, or simply walking through the neighborhood. A comprehensive golf practice facility allows members to work on their game before they play and the full menu and bar at Pete’s Grill gives them a place to celebrate after.

Members hit the courts to enjoy a variety of racket sports including tennis and pickleball. The tennis program is designed to appeal to newcomers and seasoned players alike, the friendly head professional focuses on not only improving members’ game but helps them learn to enjoy it more as well. A full calendar of clinics, mixers, and socials provides ample opportunities to meet new players and make new friends. The bocce and basketball courts are accompanied by a children’s playground to accommodate the large family demographic in the community.

Every amenity is designed for the entire family to enjoy, especially the Club’s lakeside zero-entry pool – a year-round resort-style poolside vacation where families, children, and grandchildren swim, play, and dine at the Splash Café in the summer. Plans are in place to expand all of these amenities for the future.

Conveniently located next to the swim and tennis complex, Hampton Hall’s state-of-the-art, full-service fitness center offers everything members need to live well. Whether they prefer swimming laps or lifting weights, they enjoy a quality workout in a clean, friendly facility staffed by experienced sports trainers and fitness instructors. Spa and massage rooms offer a full array of facials and massages by appointment. The 14,000 square foot fitness center offers a full-line of exercise equipment, personal training, fitness instruction, and a variety of daily group fitness classes. Within the facility is featured a 25-meter indoor pool for laps, swim lessons, water aerobics, and free swim.

At the heart of the community is the beloved Clubhouse, a 24,000 square foot gathering place where members meet up with friends, play cards and mah-jong, host a community club meeting, plan an event, or simply pass the time together.  The Club offers multiple dining rooms for every family or friend-filled gathering, from the formal Brasserie dining room, with vaulted ceilings and intricate wood detail, to a cozy spot in the Tavern Bar or Library room for a more casual atmosphere. The Club also boasts one of the largest ballrooms in the area for significant life or member events. Indoors, outdoors, big or small, whatever in the need, all are welcome at the Community Clubhouse.

Once you exit the gates of the Community, there is adventure that stretches out in every direction of Bluffton: shops and festivals, a stroll down Old Town Bluffton for eclectic shops and galleries, or excursions on the river and historic tours to see where yesterday meets tomorrow. Hilton Head beaches are a bridge away.

Hampton Hall Club Overview

 

  • 944 Members (Golf: 300)
  • Initiation Fee (Resident Member $6,000, Golf $5,000)
  • Annual Dues (Resident Member $4,383, Golf $5,440)
  • $7.50M Gross Volume
  • $3.90M Annual Dues
  • $1.27M Annual Golf Dues
  • $1.0M F&B Volume
  • $2.44M Gross Payroll
  • 78 Employees
  • 7 Board Members
  • Average age of members is 65

The Assistant General Manager Position:

The Assistant General Manager is ultimately responsible for all clubhouse, food and beverage, fitness, aquatics, tennis, and facilities operations daily, including the general housekeeping over these areas. The Assistant General Manager is responsible for all aspects of the operation in the absence of the General Manager and performs specific tasks as requested.

This managerial position works closely with, and reports directly to, the General Manager/COO, and provides quality leadership and contributes to the positive atmosphere of the Club and associated operations. He/she will also prepare annual department budgets in concert with the GM/COO.

The AGM will enhance the “club culture” and is responsible for the dissemination of hospitality, friendliness, and goodwill among members, guests and staff. His/her goal is always to help members and guests enjoy the facilities, recreation amenities, and events of the Club. In addition to building relationships with Club members, guests, and employees, he or she provides support to the respective committees and advisory groups as well. Being the “public face” of these operations with a hands-on approach and an understanding that full member and staff engagement is critical to success in this position.

The AGM consistently provides anticipatory hospitality along with superb dining and other food and beverage experiences for the Club’s membership and their guests. Alignment with the Executive Chef is very important to this position to ensure collaborative, innovative, harmonious relationships between front and back of house operations.

Primary Responsibilities

Member Services:

  • Consistent sincere and significant engagement of members, highly visible to members and staff in the dining areas of the club is of premium importance. The AGM is ultimately responsible to ensure that all member dining and club events are well-conceived and executed along with all amenities.
  • Provide quality leadership in a positive and upbeat manner for the members, guests and staff.
  • Create and maintain a first-class service culture throughout the club property and its amenities.
  • Address and resolve all member and guest complaints and suggestions, general service, employee attitude, maintenance, and presentation of the clubhouse operations.

Employee Relations:

  • Oversee the recruiting, hiring and development of clubhouse and recreational amenity personnel.
  • Oversee ongoing training programs complete with up-to-date training manuals to ensure exceptional service in all parts of the club’s operation.
  • Provides for training and future development of all subordinate managers and supervisors subject to budget approval by the General Manager/COO. Instill the concept of being “team players” in all employees. Continue to coach, counsel, and evaluate departmental staff.
  • Ensures that a positive spirit and healthy work environment exists throughout the club operations, one that is free of safety risks and all forms of employee harassment.
  • Maintain an effective communication program where employees are treated in a fair, structured and consistent manner.
  • Function as an administrative and communication link between departments in the club.
  • Guarantee that all clubhouse employees are regularly trained and certified in areas that help guard the safety and well-being of our members, guests and other employees including, but not limited to responsible alcohol service, safe food handling, etc.
  • Help to facilitate a team environment with morale, high ethical standards and efficient use of resources to position Hampton Hall Club to be a preferred employer of choice in the community.

Financial Management:

  • Works jointly with the Controller and General Manager/COO to prepare the annual operating and capital budgets for all clubhouse and recreational operations, assists in managing and controlling the operations to attain the desired results.
  • Monitors the budget each week/month and directs the taking of corrective action as necessary to assure that the budgeted goals are attained.
  • Provides input to all clubhouse and recreation personnel regarding annual budgets, capital spending plans, fiscal controls and operational guidelines.
  • Responsible for all labor cost payouts and maintains them within the constraints of the budget and through close coordination and with approval from the General Manager/COO and Controller.
  • Monitors payroll records to control overtime and maintain labor costs within budgetary guidelines.
  • Supervises the purchasing, receiving, safekeeping and disbursement of operating supplies and equipment to maximize quality and profitability.

Personnel Management:

  • Displays very hands-on approach and leads the staff by example. Must be approachable to staff, members and guests.
  • Assists the General Manager/COO in developing and implementing long-range (strategic) and annual (business) plans, operating reports, forecasts and budgets.
  • Works with Human Resources to develop long term staffing needs for area of responsibility.
  • Responsible for the hiring, discipline, termination and documentation of all clubhouse and recreation staff.
  • Reviews all accidents, works with HR and Safety Committees in completing accidents reports and implementing improved procedures.
  • Attends meetings of senior management and carries out directives because of these meetings and any other requests of the General Manager in a timely manner.
  • Serves as an ad-hoc member of appropriate club committees and advisory groups.
  • A warm personality, a sense of humor and the ability to work effectively with all levels of the internal staff and members.
  • Works with Executive Chef and Food and Beverage Team to develop P&L statements prior to each event, makes appropriate notes following events and files information for future use.
  • Works with Executive Chef on menu development.
  • Works with the F&B Team to organize and market special club events with guidance of the Social Advisory Group.
  • Furthers his/her own continued development as a club management professional as a member of CMAA. With the assistance and approval of the General Manager/COO participates in appropriate seminars/training programs, thereby enhancing his/her value and quality of services to Hampton Hall Club.

Operational Responsibilities:

  • Understands and abides by Hampton Hall Club policies and departmental procedures. Suggests changes and may direct the implementation of change.
  • Provides content for and manages communications and marketing materials for department.
  • Assures that the Clubhouse operations and Recreational amenities are run in accordance with all applicable local, state and federal laws.
  • Ensures that the club’s preventive maintenance and energy management programs are on schedule and in use.
  • Disseminates information effectively and coordinates activities between departments on a timely basis.
  • Keeps the General Manager/COO informed of all potential problems and activities related to the smooth operation of the clubhouse and recreation amenities.
  • Oversees inventory management throughout departments and completes a periodic china, glass and silver inventory to maintain par levels.
  • Coordinates and approves all entertainment in consultation with the Food and Beverage Team and others.
  • A sharp eye for detail in the overall management of the operation.
  • Responsible for regularly reporting of performance and financial data, i.e. weekly report to General Manager/COO.

Direct Reports

Executive Chef, Food and Beverage Team, Dining Services Manager, Social and Events Director, Director of Facilities and Common Grounds, Sports and Recreation Director, Tennis Professional, Housekeeping.

Candidate Qualifications:

  • A minimum of 5 years of progressive leadership and management experience in a private club environment.
  • A Bachelor’s Degree from an accredited college or university, preferably in Hospitality Management or Business.
  • Certified Club Manager (CCM) or in active pursuit of designation preferred.

Note: A pre-employment drug screen and background check will be required. The position is available January 18, 2021.

Salary & Benefits:

Salary is open and commensurate with qualifications and experience. The Club offers an excellent bonus and benefit package including CMAA membership and continuing education.

Inquiries:

IMPORTANT: Interested candidates should submit résumés along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Friday, February 5, 2021.

Documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Hampton Hall AGM Cover Letter” and “Last Name, First Name, Hampton Hall AGM Resume”) respectively to: execsearch@ggapartners.com. Please email résumé with references.

For more information about Hampton Hall Club, please visit hamptonhallclubsc.com.

Hiring Staff with Staying Power

Date:

Sourcing high quality staff who are in it for the long run is a challenge for all clubs, not least those situated in rural areas. GGA’s George Pinches demonstrates how putting in the hard yards at the point of search can produce the people you are looking for.

1. Talk to us about the current hiring landscape for clubs. Is high staff turnover still an issue?

Staff turnover remains an ever-present burden clubs have to face. One which is costly in both monetary and non-monetary terms.

The difficulty for clubs is the complex nature of the reasons behind the hiring challenges, ranging from:

Economic forces – When recruiting and retaining both management and staff, clubs often come up against macro-economic issues that are beyond the scope of the club to address

Cost of living – In many markets, the high cost of living limits the available staff within the club’s catchment area

Geography – Location and commute-time constraints can often lead to prospective employees seeking out a more practical job opportunity

So, the landscape can be challenging both for the club and for prospective or current employees, with only some of these variables within the club’s control.

2. What issues does this create in relation to morale and sense of identity within a club?

Private clubs are the ultimate in repeat business, so members want to know staff on such a level that staff know their preferences without even needing to ask.

Consistency and recognition are very important aspects of the club experience, and this is greatly hampered by a constant change in club personnel at every level. Managers often find themselves in a position of needing to start from scratch each season – losing the staff morale and good will built up over time.

Retaining club professionals and instructional staff is critical due to the personal nature of their interaction with members and their children. They are a great ‘unifier’ in the club environment across members, staff and the board, and the continuity in these roles is of paramount importance to the mood of the club at any one time.

3. How can clubs experiencing prolonged high staff turnover get themselves out of this cycle? What do they need to do differently?

They can pay attention to the local market and strive to be an employer of choice. While compensation is important, many other factors impact recruitment and retention.

In terms of taking practical steps, start by investing in the current management and staff. Professional development is a key component, regardless of whether an employee eventually leaves. Many private clubs become a sought-after employer because of the people they have produced within that sector.

Second, just as the club uses a member survey to gauge member satisfaction and obtain specific information that is useful in planning, engaging staff through a survey can be just as enlightening. Management, and to a much lesser extent the board, need to hear from the silent majority to understand which initiatives lead to less turnover.

The use of data-driven decision making is just as critical in Human Resource Management as it is in other aspects of club leadership.

4. How much can a robust structure and process help in all of this?

Recruitment and selection must be a structured process. Clubs must take the time to establish well-defined search criteria which clearly reflects the knowledge and experience you seek.

When recruiting for core positions, avoid short-term thinking and think carefully about emerging trends and the skillset you need to face the challenges of the future.

Retention, at the most senior level, involves setting clear expectations in writing with a well-defined monitoring and performance appraisal policy in place. Typically, Boards want accountability, measurable results and consistent results within the club’s unique history, vision, and culture. GM/COO’s want clear expectations in writing, and for their results to be regularly monitored and evaluated.

5. Are there certain measures a club can take to help identify the types of individuals they are looking for? More importantly, the ones who will help achieve a greater level of continuity within the club?

Clubs benefit from attracting and retaining individuals who have decided to make the club industry their career path, individuals who envisage a time when they are leading their own club and are keen to learn and develop. There is always a risk that you will lose that “rising star”, but they will often return when the opportunity presents itself.

How do you find these individuals? Predictive Personality Testing is one tool which helps augment the search process to isolate those with the best behavioral and cognitive fit for your club, later confirmed through a more traditional interview process.

Referrals are another tool for attracting, sourcing and retaining managers and staff. GM/COO’s who are active and networking in the club industry develop a deeper and wider connection with their peers, which can pave the way for referrals and approaches from prospective employees.

Any tactics you deploy in your search will be underpinned by one fundamental component: reputation. The reputation of your club, both from a staff or member perspective will either attract or put off prospective employees. So, think about the influence of online reviews, social media, and other outlets where people are expressing an opinion about your club. Address just criticism through investigation and resolution – this will clearly demonstrate your duty to the club’s stakeholders, build a positive reputation, and appeal to prospective employees who are in it for the long haul.

This article was authored by GGA Director and Club Governance expert George Pinches.

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