Human resources has long held the reputation of “work police” or a place employees are sent when they’ve done something wrong. To the detriment of our industry, this perception is no different within private clubs. Fortunately, it doesn’t need to stay this way.
By Don Emery, General Manager, Grey Oaks Country Club, Naples, Fla.
Human resources has long held the reputation of “work police” or a place employees are sent when they’ve done something wrong. To the detriment of our industry, this perception is no different within private clubs. Fortunately, it doesn’t need to stay this way.
Imagine a work environment that advocates first for the employee – a place that encourages and facilitates personal and professional staff development. The human resources function has a direct impact not only on organizational performance but also on employee behavior and attitudes. Especially in the current tight job market, club management must assess how the HR department serves its employees in order to attract and retain the best employees.
In 2021, following an extensive review and comprehensive analysis, Grey Oaks Country Club initiated a complete transformation of the HR department. With assistance from workforce strategist Eric Swenson, CEO of Symmetry HR Outsourcing and Tanzanite Leadership Development, we revamped the role, structure, location and even name of human resources.
“At the best places to work, HR advises managers and develops employees and culture. Many companies, including almost all the private clubs I’ve worked with, do it backwards. Managers refer problem employees to HR for handling. It needs to be just the opposite: managers need to be managing employees with guidance from HR,” says Swenson, who has helped hundreds of businesses, including private clubs, improve their performance and gain stronger employee engagement.
Grey Oaks’ new Culture, Training and Development department was relocated from a small, dark, windowless space to an expansive area with a lakeside view. Floor-to-ceiling windows, as well as glass doors, created an open, inviting space, as did the natural lighting and Grey Oaks branding and imagery covering the walls. An employee resource center and conference room were also placed in the large space.
“Of course, you don’t just snap your fingers and say ‘change HR to Culture, Training & Development,’” Swenson says. “It’s more than a name or location change. There’s a significant culture shift that has to take place throughout the organization, and it starts with the managers and department heads. Most managers get promoted because they’re the hardest worker, or they’re the smartest person, or they sell the most widgets. But those factors have nothing to do with being an effective leader. Managers need to be trained and developed. That was the path that Grey Oaks created.”
As Director of Culture, Training and Development, Hannah Tynion and her team immediately embraced the new philosophy and implemented the following programs.
Manager Onboarding Program: All newly hired managers and directors complete a required onboarding program where they hold in-depth meetings with each club department head and discuss opportunities and challenges within the organization. Once the onboarding program is completed, they meet with the Director to discuss their observations from their first 45 days in the role.
Continuing Education Program: The Grey Oaks leadership team tailors educational opportunities for each employee. For example, employees who express an interest in obtaining a job-related certification or those who could benefit from attending a particular industry conference are encouraged to register and participate to further their education and skill set.
“When interviewing potential candidates, we listen to their future goals and try to adapt part of the job offer to what they are looking to complete in the coming years. We also pair them with mentors in the industry to obtain guidance and feedback regarding their long-term career goals,” Tynion says.
Ambassador Program: The goal of this recently launched program is to train and empower employees to serve as club ambassadors. Educational sessions provided by this program focus on the club’s history and purpose, answering questions such as:
– Why was the club founded?
– What type of environment did its founders hope to create for its members?
– Why does the club follow certain traditions?
Once employees understand the vision of Grey Oaks’ founders and why certain protocols and methods are followed, they can become strong, impactful ambassadors for the club, serving to promote its mission, legacy and traditions. Another benefit of the Ambassador Program is the development of mentors among the employee ranks. Peer-to-peer conversations further educate new staff members by pairing them with seasoned employees who can help guide them during their orientation process.
Rotational Internship Program: Top university students from hospitality programs across the country are invited to join the club’s internship program, where they have the opportunity to work alongside employees and managers in multiple departments. This helps them narrow down their career field of choice. The Culture, Training and Development department hosts monthly development sessions for the interns based on their unique backgrounds and interests for continuing education. In her role as Director, Tynion also serves as a mentor to the interns and assists in recruitment efforts at universities.
With all of these changes, a significant paradigm shift has occurred at Grey Oaks as the Culture, Training, and Develop department space has become a sanctuary for employees. Team members stop in to say hello, share their concerns or feedback and seek guidance from the department team. They find they relate to one or all members of the team, which reassures them that their concerns are heard and valued. Employees have also recently expressed their long-term intentions with the club and many have begun charting their career trajectory within the management team. By empowering the employees and shifting our focus to developing the whole individual, we are giving them the confidence to succeed and the opportunity to grow within Grey Oaks.
As the saying goes, “Rome wasn’t built in a day.” Any transformative change that is worthwhile will take time. Particularly in the private club industry, our business success is predicated on people. The impact such a change to the human resources department will have on your staff will carry outward, strengthening and enhancing the entire club from the inside out.
Don Emery is an experienced executive leader with expertise in managing luxury private clubs. He currently serves as general manager of Grey Oaks Country Club, a nationally recognized premier private golf, sports and wellness club in Naples, Fla.
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