Strong employee relations are essential to organizational health, forming the foundation of successful clubs. Team members are the ones who build the processes, develop the strategies and execute the initiatives. While members are tremendously important in the private club model, the employees bring the member experience to life while sustaining the club’s facilities and amenities. They shape the culture, deliver the service and uphold the standards that define the club’s brand and reputation. When employees are engaged, aligned and supported, their energy and pride radiate throughout the organization, creating an environment where members feel valued and connected.
One of the most critical and often overlooked aspects of private clubs is their employer brand and reputation. This reputation is not the reason a prospective member should join the club, it is the reason the best chef in the state should want to work for the club. An employer brand profoundly impacts an organization’s ability to attract, motivate and keep talented employees.
Human Capital
Every private club aspires to be the club of choice for members and prospective members, standing out within its competitive set and region. Yet, how many clubs focus the same energy and resources on being an employer of choice? Capital is often spent distinguishing the member experience, but the investment in recruiting, developing and keeping the club’s most significant asset, human capital, is frequently insufficient.
For private clubs, prioritizing staff is non-negotiable. Charles Johnson, executive manager/CEO at the Detroit Athletic Club, understands well the importance of being an employer of choice in the region. “It requires constant attention and intention, and in today’s competitive landscape, perhaps more time and resources than ever before. There is no silver bullet solution, so being an employer of choice requires a wide variety of strategies,” he says.
Perception
Becoming an employer of choice begins with your current staff’s perception of your organization:
- Do they enjoy working at your club?
- Do they feel valued and appreciated?
- Do job seekers in the community aspire to work at your club?
- Do employees speak highly of their job and employer?
Addressing these questions honestly is the first step in elevating your employer brand. When workers enjoy their jobs, are proud to be employees and speak highly of your club, they tell others. Not only does this provide positive word-of-mouth marketing in your area, it also leads to higher employee satisfaction, reduced turnover and an enhanced ability to deliver consistent member experiences.
Core Principles
Clubs that are recognized as great places to work often embody characteristics that align with the “Six Cs”:
- Culture. One culture everyone believes in.
- Communication. Open, clear, and concise in every direction.
- Clarity. There is no doubt about who you are as an organization and where you want to go.
- Collegiality. Sincere interest in one another on the team.
- Cultivation. Be a teaching organization and develop growth plans for your teammates.
- Challenge. Inspire your team to grow by setting meaningful and achievable challenges.
These core principles set the foundation for becoming an employer of choice. Once they are in place, secondary building blocks such as competitive pay, benefits, and work-life balance become more impactful.
For The Oaks Club in Osprey, Fla., becoming an employer of choice has been a four-year strategic priority designed to ensure the club consistently attracts and retains top-quality management and staff who deliver exceptional member experiences. This goal has been achieved by focusing on competitive compensation and benefits, robust training and career development, a positive and supportive workplace culture, and meaningful employee programs and incentives.
Holly Farrell, general manager/COO of The Oaks Club, says, “The club took significant steps to strengthen its position as an employer of choice by increasing its investment in employee benefits. The club now pays 100% health, dental, and vision insurance premiums for all full-time employees, which was a major strategic decision to support retention and well-being. Additionally, we established an employee emergency council to provide financial assistance to employees facing unexpected hardships such as weather-related or personal emergencies.”
In 2026, the club will continue to prioritize employee recognition, professional development and work-life balance, as the effort has been well worth it. The club is currently 97% staffed with exceptionally low turnover rates. Participation in staff meetings, events, and training sessions, many of which are voluntary, remains high, which reflects strong employee engagement.
“The most telling measure of success comes directly from our employees: when asked, they consistently express pride in working at The Oaks Club and have an appreciation for the culture and leadership that make it such a special place to work,” explains Farrell.
Key Challenges to Becoming an Employer of Choice
A significant challenge with today’s workforce is the generational dynamics and differing values of the multiple generations working together. Baby boomers, generation X, and millennials each approach work and life differently:
- Boomers value company loyalty and commitment.
- Gen Xers prioritize loyalty to people over companies.
- Millennials are loyal to visions, causes, or purposes.
While these different priorities may seem complex, the good news is that when the Six Cs are implemented effectively, they resonate across generational lines.
Technology has amplified the voice of employees through platforms like Glassdoor, Facebook, and LinkedIn. A positive workplace culture can enhance your online reputation, while negative reviews and comments can be detrimental. Staying ahead requires proactive engagement, reputation management and a constant focus on the culture of the organization.
A lack of board and member understanding can be a significant challenge. Everyone at the club must recognize and prioritize the employee experience because it affects the culture of the club and, ultimately, the member experience. Creating a workplace where employees feel valued and inspired isn’t solely the responsibility of management. It requires shared commitment of the board, members, and leadership alike. When all stakeholders recognize that the employee experience directly influences the member experience, the culture of the club strengthens from within. Boards/memberships that prioritize investing in employees and ensure members are respectful and appreciative build an environment where people are proud to work. Ultimately, becoming an employer of choice is a collective effort. One that depends on everyone understanding that the club’s greatest asset is its people.
Colin O’Hanlon, COO of Martis Camp Club, confirms his club’s employer of choice status is a collaborative effort. “Our membership recognizes that our ambassadors are the heart of the club, and it is their passion and professionalism that define the member experience our community enjoys,” he says. “Operating in a remote, seasonal resort town presents real challenges in attracting and retaining top talent, which makes our culture all the more important. We know that being an employer of choice begins with creating an environment where people feel seen, supported, and inspired. Through leadership development, meaningful recognition programs, and a culture that fosters collaboration and belonging, we’ve helped our team thrive, and in turn, elevated the member experience.”
Steps to Becoming an Employer of Choice
- Workplace Culture
Foster an inclusive, respectful and collaborative environment for all. Hold members accountable for the code of conduct and do not tolerate violations.
Celebrate team achievements and provide regular feedback.
Encourage employees to contribute ideas and solutions. - Competitive Compensation and Benefits
Benchmark compensation annually against industry standards.
Offer innovative benefits, including wellness programs and flexible schedules.
Create transparent career advancement pathways. - Leadership and Management Excellence
Train managers to be empathetic and effective leaders.
Conduct regular performance and engagement surveys.
Prioritize employee well-being in decision-making. - Professional Development
Personalize career development plans for each employee.
Invest in industry certifications and ongoing education for employees of all levels.
Build internal leadership development programs. - Employer Branding and Recruitment
Showcase the club’s values and culture through marketing. Invest in photos and videos and share them with your membership as well.
Leverage social media to highlight employee success stories and share why your club is a great place to work.
Streamline recruitment processes to enhance the candidate experience. - Diversity, Equity and Inclusion (DEI)
Implement comprehensive DEI training programs.
Ensure hiring practices are equitable and inclusive.
Celebrate cultural diversity through events and initiatives. - Engagement and Feedback
Conduct regular employee satisfaction surveys.
Act on feedback to address concerns promptly and improve operations.
Recognize team contributions consistently and meaningfully. - Measuring Success and Key Performance Indicators
Employee satisfaction scores.
Retention and turnover rates.
Time-to-hire metrics.
Positive reviews on online platforms like Glassdoor.
Net Promoter Score.
The Journey
Becoming an employer of choice is not an overnight achievement but a purposeful journey that requires strategy, commitment, and care. Detroit Athletic Club’s Johnson adds, “I believe one of the most important things towards being an employer of choice is cultivating a culture and understanding of being a mission-driven organization. The ability to communicate and connect every employee, at every level, that the work they do is meaningful and important to a greater cause, is both difficult and necessary.”
By prioritizing the growth and well-being of employees, and recognizing that this responsibility is shared among members, boards, and leaders alike, private clubs can cultivate workplaces where employees truly thrive with a sense of purpose and belonging. Achieving employer-of-choice status requires intentional leadership. Leaders who model empathy, communicate a clear mission, and build trust at every level. When that alignment is reached, clubs don’t just operate effectively, they lead the industry by example.
Club Director – Winter 2026
Richard M. Kopplin, Kurt D. Kuebler and Thomas B. Wallace III are partners at KOPPLIN KEUBLER & WALLACE. Richard can be reached at dick@kkandw.com. Kurt can be reached at kurt@kkandw.com. Tom can be reached at tom@kkandw.com.