People Strategy

The Finance Decision Hiding in Your Org Chart

The-Finance-Decision-Hiding-in-Your-Org-Chart

Labor is the single largest operating expense at most private clubs, and turnover is one of the most expensive line items on the P&L. Wage-and-hour exposure is one of the fastest growing sources of legal costs in the hospitality industry. Each of these is a finance issue. Each of them ultimately traces back to a single org chart decision that many clubs make once and never revisit: to whom does the senior Human Resources leader report?

In recent years, the industry has begun to elevate the Human Resources function in a way it never has before. The emergence of the Director of People and Culture role at clubs across the country reflects a quiet but important shift. Boards and General Managers are recognizing that talent, retention, and culture are not soft topics. They drive labor cost, member satisfaction, and increasingly, legal exposure.

Yet at many clubs, the structure has not kept pace with the thinking. The senior Human Resources role still reports to the Chief Financial Officer. It is one of the most common mistaken org chart decisions in the Club world, and one of the most quietly damaging, both to the Club’s financial situation and to the member experience the Club exists to deliver.

The Structural Conflict General Manager/COOs Should Recognize

The Chief Financial Officer and the head of Human Resources are both stewards, but of different assets. The Chief Financial Officer protects capital, controls costs, and is measured on financial discipline. The head of Human Resources is responsible for the workforce, which means advocating competitive compensation, investing in development, and helping to build the culture that retains the people who deliver the member experience day after day.

Asking one executive to referee that tension inside their own function is asking the impossible. Charlie Gray, founder of Human Resources consultancy Gray Scalable, said it plainly in CIO magazine:

“A senior Human Resources leader should never report to the Chief Financial Officer because the two roles are often in strategic conflict, and Human Resources becomes a non-strategic function if it reports to the head of finance. The reporting line predetermines the outcome.”

That is not a knock on any Chief Financial Officer. It is the job. The problem is that the structure asks the Chief Financial Officer to suppress half of their mandate to lead a function that often needs to push in the opposite direction. For the General Manager/COO, it means the people strategy you need to deliver the member experience never arrives at the executive table intact. It is pre-budgeted out of existence before you see it. For the members, it shows up as inconsistency, front-of-house turnover, and a service culture that never quite feels settled.

The Hidden Risk Boards Should Ask About

This is the issue Boards most often fail to see, and it is the one with the largest dollar consequence.

When an employee has a concern about pay, classification, overtime, harassment, or retaliation, the first place they go is Human Resources. The credibility of that channel determines whether the complaint stays internal, where it can be investigated and resolved at modest cost, or escalates externally to the state Department of Labor, the EEOC, or a plaintiff’s attorney, where the cost is measured in five- and six-figure sums before anyone reaches the merits.

Now consider what happens when Human Resources reports to the Chief Financial Officer and the complaint involves payroll practices, worker misclassification, overtime calculations, or someone in the finance department. The person investigating reports to the executive whose function is implicated. Employees read that structure instantly and stop reporting internally. When they start reporting externally, the Club no longer controls the timeline, the narrative, or the cost.

The Quieter Cost: Turnover the P&L Does Not Show You

There is a second cost that shows up long before any complaint, and it is the one Finance Committees might underestimate. When Human Resources reports through finance, people decisions get filtered through a cost lens before they ever reach the strategic conversation. Compensation benchmarking gets compressed, training budgets get trimmed, and replacement hires get delayed. Each decision looks defensible on its own. The cumulative effect is turnover.

Industry research has long pegged the fully loaded cost of replacing an hourly hospitality employee at roughly 30 to 40 percent of annual wages, and considerably more for management positions. That cost lives across recruiting, onboarding, training, lost productivity, and overtime paid to cover the gap. None of it shows up in a single GL account, which is precisely why finance-led Human Resources structures consistently miss it.

Members feel it first, in the small moments that add up. The familiar server who is no longer there, the new hire who does not yet know how Mr. and Mrs. Smith take their drink, the valet who hesitates at the gate and forces a longtime member to introduce himself at his own club. Every one of those moments eventually traces back to a people decision made through the wrong lens.

Where the Role Should Sit

The Director of People and Culture, or whatever your Club calls the senior Human Resources role, should report directly to the General Manager/COO, with a dotted line to the Board President or the appropriate Board committee responsible for governance, compensation, or Human Resources matters.

The dotted line is not symbolic. It is the safeguard that protects the Club when a serious matter involves senior leadership, including the General Manager/COO, the Chief Financial Officer, or any Board member.

This structure delivers what the finance-led model cannot:

  • Workforce decisions get discussed strategically, with member experience and cost weighed at the same table.
  • Employee concerns route through a credible channel, dramatically reducing the probability of external escalation.
  • The Board gains direct visibility into turnover, compensation equity, and workforce risk, alongside financial risk.
  • Recruiting strong Human Resources leadership becomes possible.As Jodie J. Cunningham, SHRM-SCP, SPHR, Human Resources/Talent Strategist and Search & Consulting Executive at KOPPLIN, KUEBLER & WALLACE, explains:

“If a Club wants Human Resources to operate as a strategic talent partner and contribute meaningfully to club business objectives, the function should report directly to the General Manager/COO rather than Finance. Reporting to the Chief Financial Officer signals that Human Resources is viewed primarily as a cost center rather than a strategic business partner, which impacts both perception and recruitment.”

Cunningham adds:

“Additionally, reporting structure is a non-negotiable priority for experienced Human Resources Director candidates. In my experience, top candidates immediately lose interest when Human Resources reports to Finance, as this clearly signals an outdated, administrative model rather than the strategic leadership role they expect. This structure directly undermines efforts to attract strong Human Resources talent.”

At a time when Clubs are competing for experienced Human Resources leaders capable of navigating labor shortages, compliance risk, compensation strategy, employee relations, and culture development simultaneously, the org chart itself has become a recruiting signal.

  • The Chief Financial Officer is free to focus on the strategic financial work the Club actually needs from that role.

The Questions Worth Putting on the Agenda

If your Club currently has Human Resources reporting to the Chief Financial Officer, the conversation is not about blame. The structure made sense at a time when Human Resources was viewed primarily as transactional, and many clubs never revisited it. The industry has changed. The legal environment and the labor market have changed. Most of all, member expectations have changed.

Three questions belong on the next governance agenda.

  1. Does our senior Human Resources leader have a direct line to the General Manager/COO?
  2. Does our senior Human Resources leader have a clear, protected path to the Board when warranted?
  3. Does our org chart reflect the strategic role that people, and the experience they deliver, play at this Club?

If the answer to any of those is no, the fix is not complicated. Your org chart is a document your members never see, but they read it every day in the experience you deliver. Where Human Resources sits on that chart tells your team and your next great hire exactly how seriously you take the people side of the Club.

Club + Resort Business

Michelle A. Riklan, ACRW, CPRW, CEIC, CJSS is a Career Strategist, Search & Consulting Executive at KOPPLIN KUEBLER & WALLACE (KK&W). KK&W is the leading executive search and consulting firm in the private club industry. Michelle can be reached at (908) 415-4825 and at michelle@kkandw.com.

The Finance Decision Hiding in Your Org Chart2026-05-29T14:44:11+00:00

Becoming an Employer of Choice

Becoming-an-Employer-of-Choice-Private-Clubs

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”:

  1. Culture. One culture everyone believes in.
  2. Communication. Open, clear, and concise in every direction.
  3. Clarity. There is no doubt about who you are as an organization and where you want to go.
  4. Collegiality. Sincere interest in one another on the team.
  5. Cultivation. Be a teaching organization and develop growth plans for your teammates.
  6. 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

  1. 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.
  2. Competitive Compensation and Benefits
    ‹ Benchmark compensation annually against industry standards.
    ‹ Offer innovative benefits, including wellness programs and flexible schedules.
    ‹ Create transparent career advancement pathways.
  3. 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.
  4. 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.
  5. 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.
  6. Diversity, Equity and Inclusion (DEI)
    ‹ Implement comprehensive DEI training programs.
    ‹ Ensure hiring practices are equitable and inclusive.
    ‹ Celebrate cultural diversity through events and initiatives.
  7. Engagement and Feedback
    ‹ Conduct regular employee satisfaction surveys.
    ‹ Act on feedback to address concerns promptly and improve operations.
    ‹ Recognize team contributions consistently and meaningfully.
  8. 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.

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Becoming an Employer of Choice2026-05-05T19:31:29+00:00

A Step-by-Step Approach to Employee Surveys

A-Step-by-Step-Approach-to-Employee-Surveys

Part 1 in the April Notable, highlighted insights from Jodie Cunningham of Kopplin, Kuebler & Wallace, who explained the link between engaged employees and stronger club performance—from productivity and retention to member satisfaction. While employee surveys are most effective for measuring employee engagement, she emphasized that it is what the club does with the survey results that matters most.

Effective surveys begin with intention. Before launching a survey, define what you want to learn—whether it’s overall satisfaction, specific workplace insights or general feedback. Clear objectives lead to focused, understandable questions and more reliable data.

From there, building trust is paramount so ensuring survey anonymity is crucial. Employees may be afraid to give open feedback, especially in the first few surveys, Cunningham warned. How you use the survey results will significantly influence future participation.

Next, consider accessibility and inclusivity of the survey. Offer it in multiple languages to ensure everyone can comfortably participate. Following
up on the survey is then the most important step. Sharing results, particularly at the department level, demonstrates transparency and reinforces that feedback is being heard.

Before launching a survey, Cunningham recommends asking the following questions:

› Are we ready? Do we have buy-in to support the survey? Are we willing to learn from the data and make changes?

› What is the survey timeline? Is the timing suitable (not during holidays, reviews or busy work periods)? Have we set clear start and end dates for the survey and determined when the data will be released?

› How will we communicate about the survey? Have we proactively told employees the survey is coming and that we value their input? Have we explained how we will use their feedback?

Then comes the most important step—action. Be sure to thank employees for participating in the survey and celebrate what is working, rather than focusing only on what isn’t. Address areas of concern and be clear about where changes will and will not be made. Communicate what you are doing and what you are taking action on to build credibility and momentum.

To turn employee insights into action, Cunningham recommends a simple 1-3-5 approach: turn one challenge from the findings into a goal, create three strategies you will use to achieve that goal and identify five tactics for success. Use AI to analyze the findings, uncover key themes and develop action plans. Include employees in the planning and communicate your actions.

“Don’t let the process overwhelm you. Start somewhere by conducting a survey, communicating the results and acting on at least some of the results. People want to know you are doing something with the feedback,” she concluded.

Notable – May 2026

Jodie J. Cunningham, SPHR, SHRM-SCP is a HR/Talent Strategist, Consultant and Search Executive with KOPPLIN KUEBLER & WALLACE. She can be reached via email: jodie@kkandw.com.

A Step-by-Step Approach to Employee Surveys2026-05-05T17:41:04+00:00

Digging into Employee Engagement

Digging-into-Employee-Engagement

During a session at the CMAA World Conference on Club Management, Jodie Cunningham, HR Specialist with KOPPLIN KUEBLER & WALLACE, clarified a common misconception about employee engagement. Engagement, she explained, is not about workplace perks or surface-level happiness. Cunningham defined engagement as “the willingness and ability to contribute to company success.” She says engagement reflects how connected employees are to the club mission, vision and purpose.

That connection matters because when employees are engaged, clubs see higher productivity, stronger member satisfaction, lower turnover and improved financial performance. But the club industry has room for improvement. According to Club Benchmarking research, only 48% of club employees are actively engaged.

One of the most effective ways to measure employee engagement is through employee surveys. Attendees of this session were polled about their employee survey practices. Ninety-eight out of 176 attendees reported conducting an annual employee survey. While that is a high percentage, Cunningham says it’s what you do with the data after it is collected that matters most. When feedback isn’t acted upon, employees quickly lose confidence in the process and are less likely to participate in future surveys. Fifty-eight of the 98 respondents who conduct annual employee surveys said they communicate survey results but then do not use the data to take meaningful action.

One of the best ways to increase employee engagement is to focus on leadership behavior. A consistent finding across countries and industries is employees are more likely to be engaged when their managers are engaged.

Conducting employee surveys is important and necessary, and it requires leaders to be open to honest feedback. Cunningham warned, “You are probably going to get feedback that makes you feel uncomfortable, but that is how we learn and grow.”

Notable – April 2026

Jodie J. Cunningham, SPHR, SHRM-SCP is a HR/Talent Strategist, Consultant and Search Executive with KOPPLIN KUEBLER & WALLACE. She can be reached via email: jodie@kkandw.com.

Digging into Employee Engagement2026-04-15T17:18:04+00:00

Key Trends Shaping the Employee Experience in 2026 & Beyond

Key-Trends-Shaping-the-Employee-Experience-in-2026-&-Beyond

The employment landscape continues to evolve rapidly and clubs must keep up. Jodie Cunningham of KOPPLIN KUEBLER & WALLACE believes technology, talent strategy and leadership development will converge to shape a stronger, more resilient workforce in the new year. Here are key trends she expects to define 2026:

  • AI will become more visible in the employee experience. Cunningham believes club personnel will increasingly use AI to automate repetitive tasks and improve efficiency. However, SOPs/policies detailing confidentiality and responsible use must be implemented and employees adequately trained.
  • Modernization of the applicant and employee experiences will become prevalent. According to Cunningham, integrating digital opportunities for applicant interaction such as digital applications, video interviews and virtual experiences will become more common. Employee Apps where questions, needs and requests can be addressed promptly and new communication options that resonate with new generations in the workforce will be expected as applicants and employees seek digital-first experiences.
  • Shifts in immigration policy and visa availability could heighten labor shortages. Cunningham urges clubs to be proactive by enhancing recruitment strategies and training all hiring managers to be effective recruiters.
  • Investing in structured leadership development that gives managers the skills to lead more effectively will be essential. Cunningham says this means incorporating role-playing real-world experiences into training and organizing a structured curriculum calendar that targets important areas for development. Creating mentorship programs that move the needle on development and structured succession planning at all levels ensure for proactive transitions, retirements, etc.

Cunningham’s outlook is clear: technology, talent strategies and leadership development will shape the club workforce in 2026. Clubs that plan proactively will be best positioned to thrive.

Notable – January 2026

Jodie J. Cunningham, SPHR, SHRM-SCP is a HR/Talent Strategist, Consultant and Search Executive with KOPPLIN KUEBLER & WALLACE. She can be reached via email: jodie@kkandw.com.

Key Trends Shaping the Employee Experience in 2026 & Beyond2026-02-19T22:48:41+00:00

What Does a Good Golf Job Advert Look Like?

What-Does-a-Good-Golf-Job-Advert-Look-Like

Every compelling job advert needs to include four essential components:

1. Start with a clear overview of your club or company. This is particularly important in the golf industry, where establishments vary enormously in size, culture, and offering. This context helps candidates understand whether they’d be a good fit before they even apply.

2. Consider how to clearly articulate the purpose of the role within your organisation. Be sure to answer important questions like the examples below:

  • Where does this position sit in your structure?
  • What impact will the successful candidate have on daily operations?
  • What does performing in the role actually entail?

3. Too many adverts in our industry are either overly verbose or frustratingly vague, leaving candidates guessing about their potential responsibilities. Be brutally honest about your non-negotiable requirements. It’s tempting to create a wish list but focus on what candidates absolutely must have versus what would simply be nice.

4. Finally, include your interview timeline and key dates. This demonstrates professionalism and helps serious candidates plan accordingly, showing you respect their time from the outset.

How do you write a job title that attracts the right candidates without being misleading?

Job titles can mean vastly different things across different golf clubs and companies. The key is to start with your actual requirements and work backwards to find the most accurate title.

Take a ‘Golf Retail Manager’ role, for instance. At a small club, this might involve hands-on selling, stock management and occasional equipment repairs. At a large resort, it could mean managing a team of 10, overseeing multiple revenue streams, and strategic planning. Rather than using generic titles, consider being more specific: ‘Head Golf Professional & Retail Manager’ or ‘Pro Shop Supervisor’ might better reflect the actual scope and attract candidates with the right expectations.

How much detail should you include in the job description?

Include information that’s genuinely relevant to the role, focusing on tasks they’ll definitely undertake and responsibilities they may occasionally handle. Be sure to balance your layout of health-and-safety clauses for compliance reasons with the core position elements that candidates need to be aware of.

Ask yourself: is this relevant, and will they realistically be doing this? If you include something they’ll never do, candidates may feel misled when they start. Equally, if they’re constantly doing something not mentioned in the advert, they may feel the role was misrepresented. Be thoughtful about core responsibilities while noting that additional duties may be added to support professional development and business needs.

What tone of voice works best to engage potential applicants while reflecting the company’s brand?

Before you even begin recruiting, you need to understand your employer brand, which is distinctly different from your member or customer brand. This is about how people perceive what it’s actually like to work at your club or company.

Once you’ve identified your values, culture, and employee value proposition (what you offer beyond salary), you can tailor your voice to attract the right people. If you’re a traditional, prestigious club, your writing tone might be more formal and emphasise heritage and standards. If you’re a modern, family-friendly venue, you might adopt a more casual, welcoming approach. Most importantly, advertise where your target candidates are likely to look, rather than just posting everywhere and hoping for the best.

How do you highlight benefits and company culture without sounding like every other employer?

Money matters, but today’s candidates value much more than just salary. The secret is identifying and articulating what we call ‘The One Thing’ – that unique benefit or aspect of working for you that competitors can’t match.

Perhaps your club allows staff to bring their families for Sunday lunch, offers flexible hours around school runs, provides extensive training budgets, or gives access to exceptional mentoring from industry leaders. Maybe you’re located somewhere beautiful with easy parking, or you genuinely promote from within. Whatever it is, don’t be shy about highlighting what makes you different.

Consider creating an employment webpage on your site or a visually appealing benefits brochure using tools like Canva. Sometimes seeing benefits laid out attractively makes them feel more tangible and valuable than a simple bullet point list.

What role do images, videos or other visuals play in making a job advert stand out?

Visuals are increasingly important, particularly for golf clubs where the working environment is often a significant draw. High-quality photos of your facilities, team members at work, and the local area can help candidates envision themselves in the role.

Short videos featuring current team members discussing what they enjoy about working there can be incredibly powerful, especially when showcasing the variety of career paths available within golf. However, ensure any visuals genuinely represent your workplace culture rather than aspirational images that don’t match reality.

For customer-facing roles, showing your club’s atmosphere and member demographic helps candidates understand the environment they’d be working in. Remember, candidates are assessing you as much as you’re assessing them, and authentic visuals build trust from the start.

What tips do you have for small businesses with limited budgets to create strong job adverts?

Small golf clubs often have advantages over larger competitors – they just need to articulate them effectively. Emphasise the variety of experience candidates will gain, the close-knit team environment, and opportunities to really make an impact.

Don’t underestimate the power of authentic testimonials from current staff members. Partner with local PGA training centres or colleges to access emerging talent at a lower cost.

Dedicate resources to understanding your most effective channels rather than spreading budget thinly everywhere. Often, industry-specific job boards or local community groups yield better results than expensive national platforms. And, as mentioned previously, consider offering non-monetary benefits that cost little but add significant value – flexible hours, golf privileges for family members, or professional development opportunities can be just as attractive as higher salaries.

The Professional Golfers’ Association – October 2025

Michael Herd is an International Consultant and Search Executive with KOPPLIN KUEBLER & WALLACE, a consulting firm providing executive search, strategic planning and data analysis services to the private club and hospitality industries. Michael can be reached at +44 (0) 7903 035312 and at michael@kkandw.com.

What Does a Good Golf Job Advert Look Like?2025-10-21T00:59:39+00:00
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