A major portion of a club’s total operating revenue goes to payroll—about 55 percent at the median. Extensive analysis of club industry data has provided valuable insight into how that money is distributed and what drives the particulars of salaries, benefits and bonuses for the
Editor’s note: The following article is adapted from NCA’s newest publication, HR Management: Best Practices for Private Clubs. One of the goals in most organizations is to maintain a strong, engaged and productive workforce. When employee turnover is high, clubs face numerous added costs in terms
Editor’s note: This article is adapted from NCA’s upcoming publication, HR Management: Best Practices for Private Clubs, to be released this spring. See our website at www.nationalclub.org for more details about this new resource. One of the most essential, effective and overlooked elements of club operations is
We have all heard the old saying many times, “hire the right people for the right positions.” Sounds great. Very logical. But, what does this mean exactly and how do you go about doing this? For the club’s catering department, this will first require an
Question: Are we required to provide employees with time off to vote on November 6 during the workday? If so, does the time off have to be paid? Answer: Interestingly, while federal law does give eligible individuals the right to vote, it does not require you
Employee benefits make up an important element of competitive compensation packages. Oftentimes, attractive benefit packages can help employers attract the best job candidates and retain top-performing employees—even if the salary may be the same or better elsewhere. Comprehensive benefit packages can help build employee loyalty
Immigration continues to be a hot button issue around the country, and many employers are under increased scrutiny regarding potential hiring of illegal immigrants. According to the Immigration Reform and Control Act of 1986, all employers, including private clubs, are required to verify that all
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,
Most people are familiar with the “golden parachute” concept—the clause(s) in a senior executive’s contract calling for a range of benefits and payouts should an organization, for whatever reason, want that executive to leave. But what happens in the reverse situation? What happens when the