SGBGolf_Feb09_p12 25/1/09 15:56 Page 12
View from the industry
Recruit for
Success
The golf business needs a new, professional approach to
recruitment, says Richard Wood (pictured) of golf industry
specialists Colt MacKenzie McNair
G
olf is now a massive global business that employs more than and proven record of delivering exceptional yields. The trouble was, the club
three million people, including some 450,000 in Europe. For wasn’t prepared to pay an appropriate salary, so wouldn’t commit to
any industry of this size, good recruitment practice is essential recruiting the best candidate for the job.
to ensure that the right people are employed in the right jobs. And that highlights another problem with golf recruitment. Not only is
Golf is no different. In fact, the downturn in the global economy and golf still using old practices, it doesn’t budget properly for recruitment.
the ensuing recession puts even greater emphasis on employing the best By not allocating a budget, and neglecting the services of a specialist
individuals, including golf club managers, head chefs, directors of golf, recruitment firm, managers are forced to handle the recruitment process
greenkeepers, golf professionals, sales and marketing executives, food themselves. Our research tells us that managers can spend up to 45% of
and beverage managers, etc. Differentiation and maximisation of revenue their time dealing with recruitment and general HR issues. Employing the
are the keys to success and can only be achieved by having the best team right person for each role will enable the club manager to spend more time
on board. driving revenue and building a successful operation.
So why does the golf industry recruit so inefficiently? For certain positions, I think golf should look to recruit from outside the
Given its size, golf is a strangely insular business. Take the average golf industry. Sales and marketing is one area where fresh ideas could come in
club. The economic pressures to drive membership, green fees, food and from other industries. I think someone with FMCG (fast moving consumer
beverage plus, for some, pro shop sales, means the role of the club manager goods) experience could add real value to some golf businesses. We also
is essential to the success of that business. have to bring in more women because they have a major contribution
Yet how do most clubs recruit? Typically, they might put an advertisement to make.
in a local newspaper, but will also rely on personal networking and word of It’s ironic that we should be talking about recruitment when many golf
mouth. Don’t get me wrong, this will identify candidates – but will they be businesses are considering redundancies in 2009. However, it underlines the
the best? In my experience, no they won’t. point that if you want your business to succeed, you have to have the best
Local newspaper advertisements, for example, may attract candidates, but people. And to do that golf needs to become more professional in its
often they will be people who are out of work or simply failing to meet approach to recruitment.
expectations in their current environment. People who are performing well
are less likely to respond. That’s why ‘search’ – which is when we research
Colt Mackenzie McNair (CMM) is a specialist executive search firm
the market, identify ‘best of breed’ candidates and then persuade them to
offering recruitment solutions to the UK and European golf industry,
join our clients’ businesses – is such an effective approach and widely used
including:
in most large industries.
• Search – CMM identifies, ‘hunts’ and attracts executives and senior
The club committee can also be a barrier to effective recruitment. This
managers who are ‘best of breed’, not currently active in the job market
group of people may (or may not) include experienced business people who
• Targeted search – CMM’s innovative and value approach to search
would insist on using professional search and recruitment firms to fill senior
enables companies to quickly and efficiently have pre-qualified
positions in their own organisations, but don’t even raise the subject when it
candidates identified for them
comes to finding a club manager, head professional or course manager at
• Select – CMM has a significant database of golf industry
their golf club. Why is that?
professionals at all levels, for which it is free to sign up. From this
The results of poor recruitment can be damaging. Take retail for example.
database selected quality candidates who are looking to move jobs can
The head pro might be responsible for the stocking and presentation of the
be quickly identified
shop, but he might not have sufficient training, particularly for a larger club.
• Interim – CMM provides instant access to experienced executives and
We analysed one business at a well known club where the shop was losing
managers for golf businesses who need to quickly fill positions on a
money. It was poorly laid out, much of the stock was redundant and the
temporary basis or on a short-term contract to trouble shoot a specific
margins were poor – essentially, they had the wrong person driving this part
problem or issue.
of the business. Retail was an important part of that club’s business, yet the
T: 01344 292299
failure of the shop was affecting the whole business.
W: www.coltmm.com
Now, we were able to identify candidates with a strong retail background,
12 SGB GOLF FEBRUARY 2009
Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36