“Trends” is a ubiquitous topic for club professionals, appearing in nearly every conference program and industry magazine. We’re all well-versed in discussions about family-friendly amenities, exceptional bars and dining experiences (both ultra-casual and casual), state-of-the-art aquatics, resort-style facilities, and the ever-growing popularity of pickleball, padel, simulators and practice centers. These offerings are undoubtedly what members desire, and clubs must meet these expectations to retain current members and attract new ones.
However, a crucial consideration is often overlooked in capital trends discussions: Staffing.
I’ve encountered this omission repeatedly during visits to some of the top clubs in the U.S. While seminars on recruiting, facilitating foreign personnel and proper training are critically important, what about creating a physical environment that truly supports staff and fosters their health and social well-being?
In today’s competitive landscape, attracting quality staff can be as challenging, if not more so, than attracting new members. If your recruitment strategy is solely based on an hourly wage, whether it’s $20 or $40, you might be missing a critical component. Most neighboring clubs offer comparable compensation. Furthermore, with recent changes to taxable tips, the challenge of recruitment will only intensify.
Despite the fact that most members express genuine care for their club’s staff — often referring to them as “family” — a stark contrast emerges when one observes employee changing rooms, restrooms, and other staff accommodations. We often find conditions that no one would subject a family member to. How frequently do kitchen staff and servers resort to sitting on milk crates to eat their meals in a corner of the kitchen, or even out on the loading dock?
Fortunately, clubs are beginning to recognize this disparity. Even members are advocating for change. In past master planning focus groups, “staff accommodations” — a term I use to encompass staff housing and other staff amenities — were consistently mentioned as something to be addressed “eventually.” Recently, however, members appear far more sensitive to staff needs, very likely influenced by committed professional managers who champion better conditions for their teams. This isn’t just the right thing to do; it’s a necessity in today’s competitive market. As mentioned, if all neighboring clubs offer similar compensation, what truly sets your club apart?
We know that referrals from current employees are often the most effective recruiting tool available to clubs. We also understand that retaining staff is far more efficient than constantly training new team members. While we frequently discuss culture, leadership, and communication, let’s also consider the simpler, yet equally vital, elements: clean and comfortable bathrooms, a well-stocked cafeteria, healthy meal options, modern indoor and outdoor break areas, and reasonable living quarters. These are the details that distinguish great clubs from good ones, keeping their staff happy, healthy, and focused on members.
During recent club visits, I’ve been incredibly impressed by the efforts made to genuinely treat staff as family. I’ve seen beautiful new staff dining rooms with dedicated chefs (typically in larger clubs), outdoor gathering spaces for breaks, and new and renovated staff housing facilities to accommodate both single and coupled staff members. I’m also pleased to report that as we determine capital priorities within club master plans, staff accommodations, once relegated to uncertain future phases, are now being included in early planning stages and considered of high importance to the club.
As clubs continue to develop long-range master plans and undertake capital improvements, staff areas should be seriously considered and included as a high priority in the planning process. Your staff is fundamental to your members’ satisfaction and the club’s overall success. Just as clubs strive to illustrate their distinctiveness when recruiting new members, you must also differentiate yourself as an exceptional place to work by providing a superior experience for your current and prospective employees. Treat them like the family they are.
Note: JBD JGA Design and Architecture and Buffalo Groupe are divisions of ClubWorks. Buffalo Groupe publishes The First Call.