Employees are your No. 1 asset

Since the launch of Agronomic Advisors, we’ve been asked to opine about the state of the industry in various capacities, in diverse settings, and with varied audiences. The discussion was often focused on agronomic programs, incorporating new products, equipment management and utilization strategies, project-related items, and integrating new technology. In our previous professional roles, we were regularly in the audience or group engaging in conversations about the above topics.

In the last year, and even moreso recently, we’ve noticed the overwhelming topic of interest in group engagements and client conversations shifting from operational discussions to the most pressing issue in our industry — labor, or the lack thereof.

EVERYONE is struggling to recruit and retain labor. This is a pervasive issue in the turf industry and it’s becoming increasingly problematic in the entire golf industry. The issue is impacting every level of golf course employee, including entry-level manual laborers, full-time seasonal employees, college interns and graduates, all the way to mid- and upper-level management personnel. The struggle to recruit and retain labor is not just impacting mid-tier suburban and rural clubs; it’s a significant problem for even the most recognizable courses. No one is immune to this issue.

“These kids just don’t want to work!”

“When I was coming up, we weren’t pampered like this generation is.”

“We’re in a bad area where no one wants to work.”

“We don’t have the name recognition of other clubs, we don’t pay enough, and we have poor facilities.”

The list of excuses is long. Listen, we get it.

Are some of the excuses actual reasons as to why golf courses are struggling with labor? Of course. Are there legitimate shifts in demographics, sought-after incentives and what is considered a desirable job by newer generations? Undoubtedly. Is the labor market going to change by complaining about it? No.

The state of golf course labor will not change because you want it to. And talking about it isn’t going to help facilitate improvement either.

What’s the answer? What are successful clubs doing to mitigate their labor issues? How can the golf business and, more specifically, the turf industry evolve into attracting and retaining skilled reliable labor?

It’s easy: do something about it. Listen to what the labor market is telling us instead of telling the labor market what we think they want. If the round peg doesn’t fit into a square hole, find a square peg. Adopt a relentless, persistent attitude, and put in the effort to make a change.

Those who are working to employ new, innovative strategies are having much more success. Managers who are thinking outside the old, normal personnel recruiting routes are having more success. The managers finding novel ways to incentivize new and existing employees are having success. Does every new idea or initiative work? Of course not. But the effort itself will foster change — not in the labor market, but in you.

The best agronomic programs, latest technology and biggest budgets will ultimately fail if the correct number and type of employees aren’t available to execute and oversee these items. Labor is undefeated. If adequate, it can overcome countless problems. When insufficient, it can lead to comprehensive failure. Treat recruiting and retention as if your professional success and livelihood depends on it because, at some point, it likely will.

Devote the time, delegate the resources, have brainstorming sessions with managers at your facility and at neighboring facilities. Seek insight and guidance from industry professionals, other superintendents, general managers, golf professionals and professors. Find successful local and regional business owners and see how they have been navigating the current labor situation. Apply new concepts and new ideas from other industries into your employment strategies.

We have also observed that club governance is usually more than willing to be an active participant in these initiatives. We’ve seen managers receive greater buy-in and support when they communicate what they plan on doing to recruit and retain labor instead of simply bemoaning the issue. Our observations indicate that if a proactive, positive posture is assumed, club governance will be much more inclined to help grant greater resources to the ongoing efforts and often take a more helpful role themselves.

Look at recruiting and retention as a tangible task. Give it the emphasis it deserves. Your situation will likely not change unless you take a deliberate approach and accept the challenge. Be the one to acknowledge responsibility and facilitate change. If you’re waiting for the labor market to change for you, you’re going to be waiting a long time — and your peers will find ways to hire the personnel you’re complaining about.