Hospitality, like comedy, is a unique type of work. No matter the state of their personal lives, the people in these roles must be on when “on stage” in front of members or an audience of fans. When we watch a comedian roll out one funny story after another, we cannot imagine they might be in distress because of off-stage problems. But we know that everyone has problems. They come as part of the ownership card to adulthood. No matter the role or the work, no matter their title, no matter the size of their paycheck, once people end their day, they deal with issues big and small.
Certainly, as you look to hire you are searching for the best people you can find at that moment. People with talent, who will accept the pay package and the work with enthusiasm and anticipation. Much of the hiring done at a club is in season, due to an immediate need: a termination or a team member deciding to leave without conversation, maybe even without notice. Frantic, you are forced to move quickly, to immediately put together a communication to hire and fill the role. Set in motion, you and your team round up the candidates and decide on the best choice. Satisfied, you go back to those other fires churning up all around the club.
Every manager knows that when you hire a new employee, you accept the whole person onto the team. They bring not only their skills and experience but also their issues. You do all you can to hire the best people, but emergencies can also create missteps. It is important, therefore, to take that extra step to feel sure you are making a solid decision. In this In My Opinion post, I provide three thoughts about people, the team, and the issues faced by managers and their employees.
It may begin with talent and experience but there is more to the story. Hiring people is hard. No manager owns the best of rules book for the hiring process. It seems more to be a roll of the dice. As you seek out that next star, it is good to learn about the person beyond their work. It is also a good idea to have other team members speak with final candidates one-on-one, in addition to a final group interview. We each see something different. We each have different experiences from which to offer our unique points of view. Hiring just might be both art and science. It is important never to leave it in the hands of just one person.
Seek out the list of references. You need to contact both personal and professional references. The more you know, the better the decision, much of the time. It is good for you to make many of these calls. I also suggest bringing in other managers to connect to the references to learn more and then discuss what everyone has learned. Here you look for common ground as well as inconsistencies. It is vital to do all you can to bring in the best people, the people who can be strong team players. Although the hiring process should be done with speed and efficiency, take the necessary steps essential to building the team of people you want to spend time with every day.
Allow the final candidates the time to interview you and your people. The world of work is more a two-way program than ever. The candidate is the talent, and that talent understands the new rules of the game. Set up a schedule where the final candidates can meet up with you, your managers, and possibly a few select team members. Providing access for those final candidates might just help you build a group that turns into a team. A team that stays together longer, creating better results, happier members and guests. It is also a way to help the new hire hit the ground running. Feeling comfortable with the leadership and the process is a good place for any new hire to begin their journey.
————
Jack Dillon writes the In My Opinion posts. Jack is an experienced golf expert, specializing in operations, communications, service, and merchandise. Go to www.youdontknowjackd.com to learn more or connect to schedule a Zoom meetup. You can also call Jack at 407-973-6136. Jack is ready to help you, and your people succeed. Jack lives in Orlando.
Hiring is about more than talent
Hospitality, like comedy, is a unique type of work. No matter the state of their personal lives, the people in these roles must be on when “on stage” in front of members or an audience of fans. When we watch a comedian roll out one funny story after another, we cannot imagine they might be in distress because of off-stage problems. But we know that everyone has problems. They come as part of the ownership card to adulthood. No matter the role or the work, no matter their title, no matter the size of their paycheck, once people end their day, they deal with issues big and small.
Certainly, as you look to hire you are searching for the best people you can find at that moment. People with talent, who will accept the pay package and the work with enthusiasm and anticipation. Much of the hiring done at a club is in season, due to an immediate need: a termination or a team member deciding to leave without conversation, maybe even without notice. Frantic, you are forced to move quickly, to immediately put together a communication to hire and fill the role. Set in motion, you and your team round up the candidates and decide on the best choice. Satisfied, you go back to those other fires churning up all around the club.
Every manager knows that when you hire a new employee, you accept the whole person onto the team. They bring not only their skills and experience but also their issues. You do all you can to hire the best people, but emergencies can also create missteps. It is important, therefore, to take that extra step to feel sure you are making a solid decision. In this In My Opinion post, I provide three thoughts about people, the team, and the issues faced by managers and their employees.
It may begin with talent and experience but there is more to the story. Hiring people is hard. No manager owns the best of rules book for the hiring process. It seems more to be a roll of the dice. As you seek out that next star, it is good to learn about the person beyond their work. It is also a good idea to have other team members speak with final candidates one-on-one, in addition to a final group interview. We each see something different. We each have different experiences from which to offer our unique points of view. Hiring just might be both art and science. It is important never to leave it in the hands of just one person.
Seek out the list of references. You need to contact both personal and professional references. The more you know, the better the decision, much of the time. It is good for you to make many of these calls. I also suggest bringing in other managers to connect to the references to learn more and then discuss what everyone has learned. Here you look for common ground as well as inconsistencies. It is vital to do all you can to bring in the best people, the people who can be strong team players. Although the hiring process should be done with speed and efficiency, take the necessary steps essential to building the team of people you want to spend time with every day.
Allow the final candidates the time to interview you and your people. The world of work is more a two-way program than ever. The candidate is the talent, and that talent understands the new rules of the game. Set up a schedule where the final candidates can meet up with you, your managers, and possibly a few select team members. Providing access for those final candidates might just help you build a group that turns into a team. A team that stays together longer, creating better results, happier members and guests. It is also a way to help the new hire hit the ground running. Feeling comfortable with the leadership and the process is a good place for any new hire to begin their journey.
————
Jack Dillon writes the In My Opinion posts. Jack is an experienced golf expert, specializing in operations, communications, service, and merchandise. Go to www.youdontknowjackd.com to learn more or connect to schedule a Zoom meetup. You can also call Jack at 407-973-6136. Jack is ready to help you, and your people succeed. Jack lives in Orlando.
Jack Dillon
Related Posts
Smarter marketing with AI and big data
Golf courses and clubs are leveraging AI and big data to enhance operations and increase revenues.
How clubhouses are driving new revenue at golf clubs
Clubhouses are no longer just social spaces. Owners are treating them as revenue drivers that increase utilization, extend dwell time and boost engagement.
The 10 most powerful people in Asian golf for 2026
These are the leaders driving growth, investment and operational innovation across Asia’s golf industry.
Innovative Club Management chosen to lead reinvention of two Connecticut clubs
Innovative Club Management, a private club and hospitality management company, has been chosen to lead the reinvention of Lionheart Country Club and Farmington Polo Club in Connecticut.
AI in golf operations: Why early adopters will win
AI is already present on nearly 80% of devices worldwide, yet the overwhelming majority of golf course operators are not using artificial intelligence in any meaningful way.
Smarter marketing with AI and big data
Golf courses and clubs are leveraging AI and big data to enhance operations and increase revenues.
Featured
Innovative Club Management chosen to lead reinvention of two Connecticut clubs
Innovative Club Management, a private club and hospitality management company, has been chosen to lead the reinvention of Lionheart Country Club and Farmington Polo Club in Connecticut.
AI in golf operations: Why early adopters will win
Smarter marketing with AI and big data
Faces of Golf Technology: Scott Grego
How clubhouses are driving new revenue at golf clubs
Latest Posts
Smarter marketing with AI and big data
Golf courses and clubs are leveraging AI and big data to enhance operations and increase revenues.
How clubhouses are driving new revenue at golf clubs
Clubhouses are no longer just social spaces. Owners are treating them as revenue drivers that increase utilization, extend dwell time and boost engagement.
The 10 most powerful people in Asian golf for 2026
These are the leaders driving growth, investment and operational innovation across Asia’s golf industry.
The architecture of profit: Golf course designers share what makes courses fun, profitable and long-lasting
Top golf course designers and architects share the lessons they’ve learned about creating courses that deliver playability, efficiency and long-term value.
How tee-time technology is transforming golf operations
Tee sheets are transforming from simple booking tools into fully integrated digital command centers for modern clubs.
GOLF INC. CURRENT ISSUE
DESIGN ANNUAL ISSUE
Golf Management Annual Issue
FREE eNEWSLETTER