Golf Course Management

AUG 2018

Golf Course Management magazine is dedicated to advancing the golf course superintendent profession and helping GCSAA members achieve career success.

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28 GOLF COURSE MANAGEMENT 08.18 Without question, golf course manage- ment professionals face myriad issues on a daily basis, but are they spending enough time on the development and growth of their teams? It's no secret that employee turnover can have a huge financial impact on your facility. A study conducted by the Society for Human Resource Management reported that, on aver - age, it can cost an employer six to nine months of the previous employee's salary to recruit, onboard and train a new employee. For an employee making $45,000 per year, that equates to $22,500 to $33,750 in lost productivity. e good news is that this article will give helpful in - sights into recent performance man- agement trends that will allow you to engage, inspire and, hopefully, retain your staff. Annual, traditional performance re - views are a thing of the past. Of the 2,080 working hours in every year, often only one hour or less is spent on giving meaningful feedback to employees. Employees continue to be a facility's largest asset, so it is essential to invest the appropriate amount of time in coaching, counseling and developing them. Trends show that employers now hold meaningful coaching conversations two, three and even four times per year. Ongoing perfor - mance management and continuous feedback should assist in retaining key personnel. Focus on the future. Let's be honest: Few people are fans of performance management or receiving feedback. is is primarily be - cause of the negative connotation associated with the words "evaluation" and "assessment." However, if you shift the conversation from the past to the future, it completely changes the mindset of the employee. It's difficult to remember what happened yesterday, not to mention 12 months ago, so being evaluated on something that happened almost a year ago is not fair to the employee, and changing past performance is impossible. Rather, focus the conversation around goals and objectives for the next six months and provide real-time feedback. is should result in a more en - gaged, committed and productive workforce. Perfecting performance management (business) Nate Scott, SHRM-SCP Coach, don't manage. At first glance, the differences between the two words seems in - significant, but if you dive deeper into the meaning of each, you will uncover the power of leadership. ere are two types of leadership: trans - actional and transformational. Transactional leaders abide by processes and rules, and over - see the completion of routine tasks. Transfor- mational leaders motivate, inspire and serve as role models for others. Don't get me wrong — both are needed within an organization. But when it comes to performance management, these contrasting personalities set the tone for the future of your facility. Transformational leaders genuinely care about the personal and professional develop - ment and growth of every employee and pro- vide guidance and career advice. It's no dif- ferent than a coach on any sports team who trains and develops players to win games. e game in this example is the overall health and sustainability of your course and facility. You need to begin identifying and developing a tal - ent pipeline to ensure your team is armed with the necessary knowledge, skills and abilities to assume higher-level positions. Any transfor - mational leader will attest to the gratification of seeing a mentee ascend through the ranks. Ultimately, performance management shouldn't be a daunting, time-consuming process that creates anxiety for all parties. It should be a healthy conversation that clearly outlines expectations and opportunities for growth. And, yes, this sounds simple — and it should. e days of lengthy, cumbersome re - views are a thing of the past. Use technology to create custom templates and help stream - line the process for everyone involved. Well- developed performance management prac - tices can pay huge dividends on the retention of your facility's largest asset: people. Nate Scott, SHRM-SCP (Society for Human Resource Management-Senior Certified Professional), is GCSAA's director, human resources.

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