Extending the Helping Hands

Top GMs discuss new thinking and approaches to one of everyone’s oldest, and biggest, full-time challenges: finding and using part-time help.

by Don E. Vance, CCM (editor@clubandresortbusiness.com)
March 2008
 

It doesn’t matter if your club or resort is just now revving up for another peak season, or you’re in a warmer-weather climate and starting to gear down from one. Either way, workforce issues—and in particular, how to find and use part-time help to meet the added labor demands of your operation during its busiest times—is always one of club managers’ biggest concerns.

How do we find good seasonal workers? How should we pay and motivate them? How can we train them to make sure they don’t compromise our service standards? And how can we keep them interested in either coming back for another season, or at least telling others they know that we can provide a good place to work? These are all critical, ongoing challenges of our jobs—and how we respond to them can make or break our properties’ performance in the most vital periods of the year.

To get an update on the latest thinking and approaches now being employed to address these always-important issues, I sent questions about seasonal labor to some people I greatly respect in the industry, and who I knew would provide real insight for all of us through their experience and wisdom.

The panel of experts in this month’s “GM to GM” discussion includes:

Jeani Banks, Owner/Developer, and Andrew Singleton, Chief Operating Officer/General Manager, Mountain Air Country Club, Burnsville, N.C.

Ray Easler, Chief Operating Officer/General Manager, Arnold Palmer’s Bay Hill Club & Lodge, Orlando

John Gerdts, Chief Operating Officer/General Manager, St Ives Country Club, Johns Creek, Ga.

George Schwab, Chief Operating Officer/General Manager, Biltmore Forest Country Club, Asheville, N.C.

I greatly appreciate the time these industry leaders took to provide thoughtful responses—which I’ve already found extremely helpful, as I’ve reexamined how my club structures its approach to seasonal labor. I’m sure you will, too. Here’s what we discussed:

Vance: What percentage of your labor force is “seasonal”?

Banks/Singleton: 70%
Easler: 5%
Gerdts: We use seasonal labor in the Grounds Department (approximately 50%), Pool (approximately 80%) and Beverage Cart (approximately 25%)
Schwab: 20 to 25%

Vance: Do you pay full benefits to this segment of your workforce?

Banks/Singleton: No, but they are eligible for bonus and 401(k) programs, complimentary employee meals, complimentary golf, and the same training program as year-round employees.
Schwab: No—however, they may participate in our very generous 401(k) plan, and the ones who are here at Christmas time share in the Christmas bonus.

Vance: Do you find you have to pay a higher wage to secure the seasonal labor that you need?

Banks/Singleton: In the past, we have paid them the same wages as our year-round, full-time team members. Beginning in 2007, however, we found we had to supplement our local hires with international workers; that program increased some seasonal wages up to 100%.
Easler: Some of our seasonal labor comes from temporary agencies, so we pay a premium—however, in these cases the taxes, insurance, etc. are covered. Any direct hires are under our current hire rates.
Gerdts: Wages for seasonal labor in Grounds is slightly less (10%) than for full-time Grounds employees. For Pool and Beverage Cart, the hourly wage is approximately 25% less.
Schwab: On average, we pay them the same as a starting full-timer. If they return the next season, we give them an increase. When they leave for the off-season, we let them know they will get that increase if they return.

Vance: What have you found to be your best source for seasonal labor?

Banks/Singleton: Our local community, including high school and college students, and most recently, international hospitality schools.
Easler: Some are from temporary agencies, others from our recruitment efforts of full-time employees.
Gerdts: Through our current labor force, as well as college residents and local high schools.
Schwab: In the local community— from high schools and colleges, students returning home for the summer, and elderly retired people.

Vance: Do you work with international seasonal labor groups?

Banks/Singleton: Yes.
Gerdts: Not currently; we are reviewing a possible internship program for 2009.
Schwab: Not at this club. I did in Florida, but the labor market there is much tighter.

Vance: Do you provide housing for your seasonal employees?

Banks/Singleton: Yes. Some is on site, and some is provided in the local community.
Gerdts: The internship program we are reviewing would offer a reduced wage and provide housing.
Schwab: No, but there is affordable rental housing within walking distance of the club.

Vance: If you provide housing, do you include it as a part of compensation, or do you charge a fee?

Banks/Singleton: We charge a fee.
Schwab: We are developing an internship program that would include housing. We will pay them a reduced wage to cover part of the housing expense.

Vance: What has been the primary benefit for you of hiring seasonal help?

Banks/Singleton: It is critical to reach our full staffing requirements. Another benefit is they often bring prior experience at service levels that are comparable to ours.
Easler: To fill seasonal volume demands.
Gerdts: It allow us to staff at needed levels during the busy time of the year.
Schwab: The primary benefit is being able to cover seasonal demand in areas such as the pool, lifeguards, banquet servers, kitchen help, golf cart attendants, tennis assistants, laundry help and golf course maintenance workers to cut fairways and roughs. These employees cannot commit to full-time or year-round work, but want to make some extra cash during the summer. It’s a win-win for both of us. They come into our workplace with energy and enthusiasm.

Vance: What has been your most difficult problem with hiring seasonal help?

Banks/Singleton: Training and turnover.
Easler: Consistency in performing to our standards.
Gerdts: The additional training and education that the seasonal labor force requires. Some of the savings from not carrying this labor force year-round is lost in the lack of productivity in the first 30 to 60 days (primarily from the Grounds department). In many cases, by the time the seasonal employee is truly trained and understands, believes and lives our “brand,” the season is over. We do attempt to rehire our seasonal labor force.
Schwab: Training—and re-training—new and returning staff is always a challenge. We always try to encourage staff to return, so they are familiar with our standards and club culture and members. It takes about as much time as the season is long to train new, seasonal employees. Just as we get everything working just right, the season is over. The value systems of younger workers can sometimes be a challenge for our supervisors and department heads.

Vance: How do you train your seasonal labor?

Banks/Singleton: We use the same program as for our other employees in the same positions. Additionally, if they are not from the local community, we add another training module that familiarizes them with the local area.
Easler: We place them with high performers, and emphasize heightened awareness with supervisors.
Gerdts: It depends on the department; typically they get the same training as a full-time employee.
Schwab: We have a training manual they are required to read and be tested on. We do a new employee orientation with HR, and we pair them up with a trusted, long-time designated training employee for a period of time. We coach and counsel extensively, and continue to test and monitor all employees, to make sure standards are maintained.

Vance: Overall, how do you feel that using seasonal labor has most benefited your operation?

Banks/Singleton: They are what makes it all work, and they bring different service perspectives.
Easler: It allows us to maintain a higher level of service by not overloading our regular, full-time employees in the crunch times.
Gerdts: It has its benefits. It allows us to staff at the needed levels during peak member-use months.
Schwab: Seasonal labor continues to benefit our club tremendously. In some areas, we could not open for the season without it. We are a year-round club, but in the low season we can’t carry that many full-time employees. Each year we look forward to the return of these dedicated and energetic employees, many of whom we haven’t seen for the past nine months. They are vital to the success of the season.

Vance: What advice would you give to anyone who is seeking to pursue/hire seasonal labor?

Banks/Singleton: Start your emplo-yee search early, have a great referral program, and strive to be the employer of choice in your area. Find ways to make it easy for em-ployees to return the next season. If your seasonal labor force is international as well as local, as ours has become, hire an expert to lead you through the process. Above all, make sure your seasonal hires are as great a fit for your club as your year-round, full-time employees.
Easler: Screen well, and manage the program with specific dates and a well-thought-out budget.
Gerdts: Hire for attitude, and teach the skills.
Schwab: Hire for attitude, and train, train, train for skills and to maintain standards.