“ When you get into it , you realize it ’ s not the job you thought . However , all that said , these days , the work-life balance of the club professional has improved .”
A DIFFERENT APPROACH
“ We ’ re an anomaly within the industry ,” says Geoff Montross , director of golf at Farmington Country Club . “ Coming out of COVID-19 , we created a PGA internship as a way to inform prospects about job opportunities at our facility . Intrinsic to the model was that every golf professional would get one weekend day off each week .
“ We ’ ve had nine interns , generally for three weeks , and provided housing and an hourly stipend . One student stayed seven months and was offered a professional golf position . Since 2021 , we haven ’ t had an issue hiring or retaining golf professionals ,” Montross says .
TO INFINITY AND BEYOND
“ The industry has changed a lot . New products , equipment , teaching technology , POS systems and the VSGA app all require training . Our job is to know these products and technology behind them so we can be efficient and help our members .” — Kevin Haney , Golf Professional , Spring Creek
ALTERED STATE
“ The overall labor market in golf has changed ; wages have slowly increased , creating opportunities for golf pros to reposition themselves ,” said Craig Callens , who recently stepped down as Director of Golf at Hermitage Country Club . Issues at the end of his tenure included managing change , worrying about competitive pay scales and budgets , employee training , and turnover .
“ Fixing the labor landscape is beyond my skill set , we only hope to control and improve our own retention rate ,” he says . “ We have taken giant steps toward improving morale and the work environment through employee recognition programs , new uniforms , free meals , fun activities and upgraded lunch facilities and restrooms .
“ My role is to listen to the members ’ expectations and then explain and teach our staff how to anticipate , surpass and add an element of fun to those expectations . As our club continues to grow my duties are expanding : delineating responsibilities , governance , creating and cultivating leaders , planning and empowering .
“ Is there ever an average week at the country club ? We have 1,100 members in our GHIN and 60-plus seasonal employees . There is always a member with a need , or an employee desiring an improvement . The job never stops .”
CHANGING TIMES
That ’ s because in recent years , there has come a realization that the old way was not necessarily better . Societal changes , some wrought by COVID-19 , an insistent Gen Z population and desire for greater flexibility , have brought an evolution and greater understanding of this new world order by decisionmakers at all levels .
“ Values change and we see more of our professionals negotiating those things which tend to be most important to them ,” said PGA career consultant Greg Stenzel . “ Compensation for some , flexible schedules for others , more vacation , family privileges , better health insurance options , deferred compensation , education and dues support and many more .”
The PGA is proactively addressing the needs of their constituents — in part because they have to . There are presently 30,000 golf professionals on PGA rolls , an all-time high that has been growing over the past 10 years . Nationwide , the PGA hired 1,200 new assistants last year , with the Middle Atlantic PGA Section adding 120 . “ It was a record for us ,” said Jon Guhl , Executive Director of the Middle Atlantic PGA Section . “ We were very pleased because that ’ s what it is going to take to backfill when 5,000-7,000 baby boomers retire in the next eight to 10 years .”
“ This is a big opportunity for people to get into the business ,” Haney said . “ The PGA is doing a great job of extending employment opportunities to nontraditional audiences , especially minorities and women .”
“ And not just golf pros ,” Relan added . “ It ’ s all facets of the business — turfgrass , software , media engineers and the like .”
Michael Mueller , PGA , is a career consultant serving the PGA Carolinas Section . His recent research indicates that PGA members working as head professionals or directors of golf at private facilities in the Carolinas are :
ALMOST
3X
more likely to work six days or more each week rather than five or fewer
2X
as likely to work 50-plus hours each week than fewer than 50
“ It ’ s not the workload itself causing burnout , but more likely chronic stress in which the job prevents them from doing the things that are most important to them , i . e . the ‘ regrets of life ,’” Mueller said .
ENLIGHTENMENT
At the local level , Guhl said change has come in many quarters . For one , more and more employees are not willing to sacrifice all their weekends . As a result , employers are adjusting to keep good people .
“ Club leaders who are not employees and have other jobs are enacting more enlightened policies all the time ,” Guhl
24 V IRGINIA G OLFER | M AY / J UNE 2024 vsga . org