Whatever standards private clubs may adopt, few can deny that success and excellence are based heavily upon outstanding member service. While some clubs may offer extensive amenities and others may not, the quality of service is a universal equalizer within the industry. At its heart, excellent member service comes from one place: the staff.
Proper human resource management is a challenging task for almost any club, and what some clubs fail to notice is that it can mean the difference between the success and failure of many club initiatives and programs—and ultimately, even the club itself.
Many organizations in the hospitality industry are taking a new approach to human resource issues in the hopes of creating more attractive employment policies, improving employee development, and fostering employee loyalty—all factors important to ensuring a stable base of employees for the club.
The Importance of Human Resources
The overall concept of human resource (HR) management is familiar to any club employee who has ever had to deal with the increasingly complex issues surrounding this rapidly expanding field.
Clubs rely on having the right people in the right positions in order to ensure that their operations run smoothly and members receive the top-tier service that they expect. When employees “fit” well with the organizational culture, clubs are likely to benefit from increased organizational commitment, higher levels of more dedicated service, and decreased employee turnover. While it may seem like a simple concept to those not involved in personnel issues, executing a staffing plan
that meets the needs of your club is anything but simple.
A Change in the Wind
The human resource field originally developed as a function of necessary staff management and served a logistical support function for personnel administration. HR played a traditional, reactive role in an organization, in which HR focused on administering policies, establishing procedures and ensuring compliance.
Now, with the recognition of the value of human capital that’s come about in recent years, HR is taking on an entirely different role in many organizations. The human resources field has evolved from one in which cost and compliance were the main concerns to one in which employees are seen as a true competitive advantage.
A New Direction
HR departments are expanding from a simple personnel management role to one that integrates people, policies and cultures into the club as a whole. In this larger organizational culture, HR’s role in some clubs has expanded to include communications, training, safety, employee relations and employee recognition and reward programs. HR is tasked with keeping employee morale high, which has a tangible, positive impact on job performance and employee retention.
A Practical Approach: From the Top Down
Some clubs, like Southern Hills Country Club in Tulsa, Okla., take a strategic approach to their HR management. Angela McKee, human resource/payroll manager at Southern Hills, suggests that the best place to start building an HR strategy is with a strong mission and vision statement. “Each club has it’s own culture, and a vision and mission statement give direction to the staff as to who we are, what we are, and why we’re here to do what we do,” says McKee.
To start the process at Southern Hills, McKee pulled together a team of employees to establish a distinct vision, defined mission and strong core values that align with those of the club, which are then constantly reassessed. “Catch phrases are very popular. Look at the Zappos motto, ‘Spreading Happiness,’” McKee points out. “Catch phrases appeal to young people, though clubs tend to want a more structured format.
“The vision, mission and core value statements, along with history and club experience, create a sort of organizational culture of service,” says McKee. Clubs can use that service culture to help support staff decisions and make sure that all club employees are on the same page.
Though this approach helped to guide Southern Hills’ HR practices, other clubs may need to use slightly different methods.
A Practical Approach: From the Ground Up
Genesee Valley Club in Rochester, N.Y., has also adapted its HR practices to help support the club’s unique culture. Thomas Spellman, Genesee Valley’s general manager/COO, works closely with their outsourced HR professional to find candidates that best fit with the club’s culture of high-touch service. “Hiring for attitude and training for skills helps cut down on turnover, since employees fit well within the club’s culture and environment. When they’re happy with their job, employees are likely to work hard to acquire the skills they need and actually perform better than those who have the right skills, but not the right attitude,” Spellman says. Finding a good fit is a new element of the club’s increased focus on HR, according to Spellman.
Even in small clubs, the general manager can work closely with the HR department to ensure that the club is implementing proper HR strategy. Spellman partners with their outsourced HR professional to develop strong HR policies, which he then helps implement and enforce. “Having someone from human resources on site once a week is invaluable for a small club like ours,” Spellman notes. “The HR professional can act as a neutral third party to settle disputes, provide an unbiased assessment of and recommendations for club operations and HR activities, and help ensure that compliance and legal procedures are up-to-date—all of which are vital to keep a club running smoothly and help it prepare for the future.” HR meets with senior staff once per month, to ensure that the club is on the right track.
How to Adapt
Though many clubs are not large enough to have a dedicated human resource manager on staff (as of 2009, only 27 percent of clubs reported employing a full-time HR professional), the underlying principles of HR and the philosophy that drives them are cornerstones of effective club management. Club managers and leaders can still collaborate with their outsourced talent management firm, internal HR teams or the individual in charge of human resource services to ensure that HR functions and long-range strategic HR planning support the club’s vision and operations goals. An example of how to organize your HR strategy can be found in the
accompanying chart, Strategic HR Management Model.
Implementing a Strategic Plan
Even small clubs that have one individual who splits time between HR and other club responsibilities can improve and augment their HR practices to incorporate a more effective strategic approach. According to Human Resource Manager Allyn Gutauskas, Farmington Country Club in Charlottesville, Va., the HR component of any club should work closely with and be supported by top club management to help ensure that the HR department’s internal strategic plan aligns with that of the overall club. Human resources’ operational goals should stem from the club’s operational goals, and each department within the club should also craft department goals and vision statements aligned with those of the club.
Next, individual staff and performance goals can be derived from department goals and can help each staff member develop a personal stake in reinforcing the club’s ideals. Staff can incorporate a part of those department and performance goals and incorporate them into their own personal yearly goals—helping to provide direction for job performance and guidelines for the review process.
Creating a strong strategic human resources plan is an important element of the management process at Desert Highlands Golf Club in Scottsdale, Ariz. Terra Waldron, general manager of Desert Highlands, is very proud of the changes the club has made to their HR program. “Even as a seasonal club, we’ve had a full-time HR professional on staff for the last seven years,” remarks Waldron. “Every department’s goals are supported by our HR strategy, but our approach is very comprehensive—integrating all staff into every aspect of our HR program. HR is an absolute partnership with not only accounting and payroll, but with all departments throughout the club as well.” The HR manager at Desert Highlands holds staff team meetings every Tuesday, where employees focus on team building and collaboration, as well as ensuring that all department procedures are up-to-date and in compliance with the latest requirements.
A strong relationship between managers and staff cultivates an element of support within an organization from the top-down, fostering a culture of personal investment in the club’s larger goals. Managers should periodically check in with staff to discuss progress towards individual goals—providing advice and support when staff members are having difficulty—and reinforce individual success as a vital element of the club’s performance as a whole. When employees feel that they are truly an integral part of the club’s success, they become more invested in their jobs and can take personal pride in the club’s accomplishments.
Creating clear goals for each employee helps to clarify employer expectations, and making expectations clear is also a key to retention. When an employee knows what the club expects of them, and likewise, when a club knows what an employee expects of the organization, it becomes much easier to ensure that both ends are upholding their part of the bargain. When both employers and employees are satisfied that their expectations are being met, there’s less opportunity for uncertainty and discontent. This added level of job security on the part of the employee and performance assurance on the part of the employer help to foster a healthy, working relationship and increase job satisfaction from both perspectives, overall.
The Support Function
Of course, this kind of strategic orientation cannot exist in a bubble. Practical considerations need to be taken into account in order to ensure a functioning human resources strategy. When the HR department is small, as it tends to be in many clubs, involving the entire staff is one way to ensure that the responsibilities of HR management do not overwhelm the person in charge.
Rather, HR can act as a “consultant” for other areas of operations by training staff to incorporate a strategic mindset into their HR-related decisions. The HR department can develop programs and procedures that support the strategic HR goals of the club, and train managers to use those procedural tools to effectively
carry out their responsibilities.
Delegation
Above and beyond all else, HR management should be an integrated process where HR managers work with staff to ensure that the club is running smoothly and preparing for the future. While it’s all well and good to consider that idea in the abstract, let’s take a look at how HR management can work with staff to support long-term strategic goals while facilitating day-to-day operations. The hiring process is a prime example of one situation where cooperation is key.
Who Does What
Under some HR systems, HR functions as a gatekeeper—dictating who and how many people clubs would hire. Unfortunately, for an HR manager to make accurate and effective decisions about staffing in every area, they would need to know each department of club operations as well as they know their own—a daunting and nearly impossible task when coupled with the other responsibilities associated with HR management.
Instead, research from Cornell University recommends implementing a cooperative system in which HR managers work together with department managers to fulfill the needs of both the overall strategic HR plan and individual departments. Each departmental manager knows the needs of their department best and can accurately determine and justify appropriate staffing levels, which should be taken into account during the strategic planning and budgeting process. As department needs change, the department managers best understand whether or not positions need to be filled immediately and can best identify the particular potential employee(s) who would fit well within the department at hand. That being said, department managers need to work hand in hand with HR throughout the process to ensure both compliance and adherence to HR guidelines.
Invest in Managers
HR managers can support department managers by identifying sources for appropriate applicants, both within and outside of existing club staff, and can craft systems for applicant communication and tracking to empower managers and ensure proper documentation of the process. HR can also help prepare managers to take on some of the more interactive responsibilities by training them in proper interview methods. HR also should monitor the interview process to ensure both legal and policy compliance. Once proper training is completed and support systems are in place, HR can ensure that the best candidate for the position is selected without having to take control of the entire process away from department managers.
Even though this method and division of labor may work for one club, Gutauskas cautions that, ultimately, decisions regarding task delegation need to be driven by the needs and resources of the club at hand—according to both its short- and long-term goals. It’s still HR’s job to make sure that the holistic vision for strategic HR management is preserved and that department managers keep the big picture in mind.
Supporting Staff
At Desert Highlands Golf Club, HR also spearheads incentive programs to retain current staff and attract new employees, such as implementing an innovative award-winning safety program to help decrease the cost of workman’s compensation—which benefits both the club and its employees.
“Our ‘Safety Bingo’ training ensures that staff knows not only how to be safe in the workplace, but also how to respond if there is an injury,” Waldron explains. “We went 240 days without any accidents, but when one did occur, every staff member rose to the occasion.”
One of the HR manager’s major focuses is the addition of programs to reward long-term employees and support employees during challenging economic times. “We strive to help our employees by responding to today’s challenges,” Waldron emphasizes. “When gas prices skyrocketed, we provided our employee’s with gas cards to help make it less of an economic strain to come to work. For Thanksgiving, we provide all employees with $45 Wal-Mart gift cards, to help them provide a holiday meal for their families during these uncertain economic times.” Ensuring employees are both healthy and happy builds loyalty, and loyal employees help to build a strong club.
HR for the Future
Strategic human resources management involves the adoption of a mindset in which club operations are guided by the abilities of one of the club’s most valuable assets: its employees. Planning for the future involves working with club management from the top-down to ensure that the practices of every department reinforce the short- and long-term strategic goals of the club, which are facilitated through effective human resource management.
Providing employees with the tools they need to manage with an eye towards best HR practices is a vital step in ensuring that the club industry has well- trained staff ready to fulfill key club leadership positions in the future. Long-term goals within the HR field should not only look towards club operations, but also towards future staffing needs—ensuring that today’s employees are ready to become tomorrow’s leaders.
Jackie Abrams is NCA’s communications manager. This article is excerpted from an upcoming publication on HR best practices for private clubs.
Sidebar:
Essential Human Resource Functions
Nowadays, human resources can encompass much more than basic logistical support. Is your club utilizing your HR staff for these essential functions?
HR Strategic Planning
Recruitment and Staffing
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Training and Development
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NCA’s upcoming publication on human resources will give your club the tools it needs to help clubs manage human resources and provide best practices for each of these key functional areas. Look for more information on its anticipated release in February.