pga employment services

EmployEr guidE for pgA mEmbErsBeing a successful manager can advance your career

“The employer generally gets the employees they deserve.” - J. paul getty

– 1 –contents

TAblE of CoNTENTsguide overview 2

Benefits and traits of the outstanding employer 2

sECTioN i: rECruiTiNg ANd HiriNg THE bEsT EmployEEs 4JoB description development 5

compensation development 7

recruiting and hiring staff 7

evaluating applications/resumes 8

resumé review evaluation form 9

the interview process 10

interview evaluation form 11

communication with applicants 12

conducting Background checks 12

extending offers 12

sECTioN ii: dEVElopiNg ANd supErVisiNg EmployEEs 13orientation and training 14

Basic supervision 16

motivating employees 16

employee performance reviews 17

discipline and termination 18

wage and hour information 18

forms of workplace Bias and discrimination 19

sECTioN iii: mENToriNg AssisTANT profEssioNAls 20mentoring assistant professionals 20

responsiBilities as a mentor 21

Benefits to you as the mentor 21

Benefits to the mentee (apprentice/assistant) 21

mentoring do’s and don’ts 22

items to consider when planning to mentor 22

– 2 –contents

guidE oVErViEwThis guide has been designed to give you, the PGA Member, some useful information on being the best employer you can be. Periodically during a career it is helpful to look at yourself as an employer, or manager, and see yourself from the eyes of your employees. The information contained in this guide will help you to take a “360 degree” look at yourself as an employer and inspire some creative and useful ideas to utilize at your own facility. Remember; if you desire additional information, please contact either your PGA Employment Consultant or the PGA Employment Services Department.

THE bENEfiTs ANd TrAiTs of THE ouTsTANdiNg EmployErBecoming an outstanding employer or manager, is more than just simply hiring employees. The benefits that come from applying some simple and replicable principles can serve your facility well, and can also cast a positive light on you to your employer. To be effective it takes planning, time, execution and follow-up. A successful employer will reap the following benefits and possess the listed traits:

bENEfiTs Attract and retain employees – Attracting or recruiting, while important, is second to retaining

the good employee. High turnover of employees not only costs your facility additional dollars in advertising, training, etc., but also a loss of continuity in programming and execution of your customer service policies. Your performance as a manager and the skills you possess has a direct relation to retention. You can expect your success in this area to be reflected in your performance appraisal.

improve employee productivity – Your role as a manager is to motivate your employees and improve their performance.

improve innovation of ideas – Utilizing and empowering your employees to be a part of the creative process of your facility is a trait of a great boss.

better meet the needs of your customers – Your employees and the policies you create as their manager are significant to the process of “Knowing Your Customer”. Understanding CRM (Customer Relationship Management) will help your employees better meet customer service goals.

improve facility reputation – It is easy to understand that if your managerial practices improve, the facility and the experience for all customers will rise along with rounds, revenues and customer satisfaction.

Enhance your value – Managing a well-trained and high performing staff can enhance your value to the facility, as well as your job security.

insure legal compliance – Understanding applicable wage and hour, and employment laws, cannot be overlooked due to the importance of protecting your employees, your employer, the facility, and yourself. Great managers are schooled in the legalities of being a boss.

– 3 –contents

TrAiTs Treat all employees as valuable members of the organization – This aspect of being a good

manager is the most beneficial in making employees feel they are an important part of the success process and can be a great tool for motivation.

Treat all employees with respect and courtesy – Creating an environment of mutual respect and courtesy can enhance your stature as the “boss” and also make it easier to deal with challenging employee situations.

provide a learning environment for all employees – A case is made here for “mentoring” employees in order for them to be more productive and to learn to better themselves in work and life.

Has an “open door” policy and open communication – This is a very important trait to live up to and to help stem any issues within the ranks. A manager who demonstrates the ability to “be there” for an employee will command respect and loyalty.

provide an opportunity for advancement – Rewarding the employee for a job well done is the cornerstone of being a good employer. Without advancement opportunities, many will simply do the minimum to get by in the job.

Has a high standard of ethics – Ethical behavior is one cornerstone of being a PGA Member. Employees respond to being treated fairly and honestly.

– 4 –contents

sECTioN i:rECruiTiNg ANd HiriNg THE bEsT EmployEEs

Recruiting and hiring the best employees requires patience, talent, and a culture or environment in the workplace that helps to attract employees to your facility. Many of the items below will guide you through the process of finding and hiring the best employees that will add value to your facility and in turn add value to you in the eyes of your employer and customers.

Job dEsCripTioN dEVElopmENT 5

CompENsATioN dEVElopmENT 7

rECruiTiNg ANd HiriNg sTAff 7

EVAluATiNg AppliCATioNs/rEsumEs 8

rEsumé rEViEw EVAluATioN form 9

THE iNTErViEw proCEss 10

iNTErViEw EVAluATioN form 11

CommuNiCATioN wiTH AppliCANTs 12

CoNduCTiNg bACkgrouNd CHECks 12

ExTENdiNg offErs 12

– 5 –contents

Job dEsCripTioN dEVElopmENTThe first step in the recruitment process is crafting job descriptions for each position within the facility. Many times the professional will have to put these descriptions together, but there are also instances where a human resources department may instead ask for your input. The idea of presenting an employee with a specific job description is one of the most important parts of hiring and retaining employees and cannot be overlooked. It is the foundation of communication between manager and employee and sets the stage for the annual performance review. It is also a good idea to add a “mission statement” to the job description for either the facility or just the department the employee is working in, such as a Golf Operations Mission Statement. Adding this will give the employee the sense of “why” the facility or department they are working in exists. If done properly, the job description sets the framework for that employee’s role at the facility and will create value for both the employer and the employee. Job descriptions can have positive and negative effects, so the emphasis is to create a job description that enhances the positive and minimizes the negative. Below are some examples:

• Job description positives • Assist managers in improving organization • Show the employee where they fit it • Set clear expectations • Cover your legal obligations • Tell candidates your prerequisites when hiring • Provide the basis for compensation development

• Job description Negatives • Become obsolete very quickly and must be updated accordingly • Can encourage an employee to think “that’s not my job” • Be used as evidence in employment legal matters

– 6 –contents

do’s ANd doN’Ts of wriTiNg Job dEsCripTioNsTHE do’s give specifics – Rather that stating that a golf shop attendant “sign in all players”, it is better to spell

out the requirements of that duty, such as collecting all applicable fees, handing customer a receipt, etc. focus on the job and not the person doing it – The job description should focus on the job

expectations and outcomes and not how the job is handled by the person performing it. Allow for flexibility – Never restrict yourself from adding additional responsibilities and duties. keep the job description current – Responsibilities have changed over the last few years and your

job descriptions should mirror those changes. Have job descriptions reviewed by your legal counsel to ensure compliance.

THE doN’Ts use words that raise any questions about discrimination – Avoid words like “youthful”

or “able-bodied”. use vague or general language – Spell out the responsibilities include anything about a former employee who may have held the job – Job descriptions

are a place for telling what the jobholder does, not what he or she doesn’t do. describe what an employee will be doing in the future – Focus on the current job

responsibilities and then give the employee a new description if the duties change or if the employee is promoted.

Job dEsCripTioN CompoNENTs • Job title • Position concept – include statement of other duties disclaimer • Employees or departments position supervises or coordinates with (if applicable) • Keys to successful performance • Specific job duties/expectations • Optional components • Working conditions – lifting involved, operating machinery, etc. • Compensation level

Click HERE for sample job descriptions found on pgAlinks, such as; • General Manager • Head Golf Professional • General Manager/Head Golf Professional • Director of Instruction • Assistant Golf Professional • Player Development Manager • Teaching Professional • Merchandise Manager • Golf Shop Attendant • Outside Service Staff • Golf Course Ranger/Ambassador • Starter

– 7 –contents

CompENsATioN dEVElopmENTDetermining compensation for your staff is important, not only to ensure your employees are paid correctly and legally, but also that positions are compensated consistently. Many times employers do not have a compensation plan for their staff and as a result pay inconsistently. Staff members talk amongst themselves and in order to be fair to all employees a compensation plan should be in place.

CompoNENTs of sETTiNg CompENsATioN • Consider your State Wage and Hour requirements in regard to minimum wage, minors, hours

worked, etc. • How does your payroll budget affect your compensation plan? Does your budget include direct wage

and salary payments, commissions, bonuses, incentives, payroll taxes and insurance? How will this employee affect the budget?

• What position will the person hold and will they qualify as a salaried employee and/or exempt from overtime, or a direct (hourly) wage earner? (See Section II for information on Wage and Hour Laws)

• Consider similar positions within the facility. Remember to pay consistently from staff member to staff member in like positions. i.e., cart staff, rangers, starters, assistant professionals

• For positions filled by PGA Professionals such as assistant professional or management positions, use the PGA Compensation Survey, for applicable market compensation data, located on PGALinks.

rECruiTiNg ANd HiriNg sTAffThe next step is recruiting, which is important because hiring staff is a direct reflection on you as a manager with your employer. This is even more important if you own the facility and expect to run it to the satisfaction of your customers. Recruiting employees is a process and should be taken seriously with the appropriate amount of time and effort that it requires. Below are some ideas to think about when setting up a plan and process for recruiting: • Create a culture – Successful employers create an atmosphere of integrity, communication,

advancement and involvement. • integrity – treating every employee with the same honest assessment of their job, their performance

and their worth to the facility. • Communication – an open line of communication will give the employee the feeling that their

opinion matters and that they are an integral part of the facility. • Advancement – providing the opportunity for advancement either in job position or wage will give

the employee a better sense of loyalty to the job and the facility. • involvement – creating an atmosphere where the employee’s ideas and opinions matter will create a

better employee. • be creative in your search for employees • Use multiple ways to find employees such as PGAjobfinder, PGM Universities, your

professional network, internet media (golfsurfin.com, Craigslist, LinkedIn, etc.) and always be recruiting while in public. Carry business cards with you at all times.

• recruit with your current staff. • Offer incentives for employee referrals that result in a hire. • Using your staff as a recruitment tool keeps the flow of prospective employees constant.

– 8 –contents

EVAluATiNg AppliCATioNs/rEsumEsNext in line is the evaluation of applications and resumes from prospective employees. Evaluation of applications is relatively simple if you have a good understanding of the position to be filled. The following is an effective approach for evaluation: • start with the job description. With that, develop a list of key attributes and qualifications

you are looking for in candidates that will make them a good fit for the position being filled. This can include prior experience at a specific position or facility type, PGA or PGM status, and skill set or experience with specific functions (teaching, tournaments, merchandising, food and beverage, etc.).

• Next, read the applicant’s submitted documents closely. Here is what to look for; • resume format – the format of the submitted resume should allow for your quick appraisal

of the applicant’s skills and accomplishments. Your determination of these should be evident in the first 15 to 20 seconds of scanning the resume.

• resume style – Can the applicant effectively communicate, in short sentences or bullets, and is the resume well organized and free of any mistakes.

• keyword scan – Determine keywords for the position you are hiring (from the job description) and see if you find them in the resume.

• Consistent dates – Does the applicant’s job timeline seem logical. • look for patterns or inconsistencies – Such as job hopping, decline in responsibility,

drastic career change, etc. • you can also use a resume matrix to help sort out your thoughts in regard to

multiple resumes. Please review the resumé evaluation form example on the following page. The goal is to create three groups of resume importance after the first scan of resumes; Group A, B and C.

– 9 –contents

pgA CArEErliNks rEsumé EVAluATioN mATrix

CANdidATE ____________________ CommiTTEE mEmbEr: _________________

yes no cover letter/resume presentation

did the cover letter make you want to read the resumé?

is the resumé well-written, organized and easy to read?

is the experience (job titles/facilities) appropriate?

are responsibilities/accomplishments relevant and appropriate?

is the formal and professional education appropriate?

are accomplishments, involvement, awards, etc. appropriate?

did any additional information make a positive impression on you?

yes no specific position requirements

notes

do you recommend this candidate for an interview? yes no

– 10 –contents

THE iNTErViEw proCEssOnce you have decided on who will interview for the open position, you must have a coordinated interview process in order to keep interviews consistent for each candidate. Keeping the process the same will make it easier to make a better decision on which candidate to hire. Consider these steps to a more organized interview:

prE-sCrEENiNg • The A, B, C method (mentioned earlier) can assist in narrowing the field to a manageable

number (12 or less) for phone or Skype interviews to determine the number of candidates for personal interviews.

• References should be checked as some interview questions could develop from your reference contacts. Checking references either directly or indirectly is of vital importance to this process.

• Review of the candidate’s resume and application materials (by committee if applicable).

fACE-To-fACE iNTErViEws • Welcome and introduction of candidate. • Tour of the facility (if applicable). • Provide candidate with facility, job information and background. • Explain hiring process/timeline. • Opening conversation/get acquainted time. • Pertinent interview questions for background/experience/skills assessment. • Questions from candidate. • Closing interview comments with candidate. • Thank candidates for their interest and indicate a date when they will hear from you again.

posT iNTErViEws • Post-interview candidate evaluation/notes. • Correspond to unsuccessful candidates. • Extend offer.

please contact your pgA Employment Consultant for interview Question samples.

– 11 –contents

iNTErViEw EVAluATioN form

CANdidATE ____________________ CommiTTEE mEmbEr: _________________

priority skills & experience rank

total

notes

do you recommend this candidate for hire? yes no

rANk: 1 = low 5 = high

– 12 –contents

CommuNiCATioN wiTH AppliCANTsOnce the interviews are complete, it is imperative that you communicate to the candidates with the following information where applicable: • Always communicate a receipt of resume for all candidates that are a part of a management and/or

full-time search. • Timeline or hire date changes. • Request for another interview. • Request for additional information. • Inform the candidate that the job has been filled.

CoNduCTiNg bACkgrouNd CHECksIt is highly recommended that you perform a background check on the employee to whom you have offered the position, especially if the person is going to be performing duties at a POS system, handling cash and working with junior golfers. The PGA of America has a relationship with Employment ScreeningAssociates, a top provider of background check information at a low cost to you the PGA member. Please contact either your regional PGA Employment Consultant or Ms. Bernie Pack at Employment Screening Associates at 1-800-438-9922 or bpack@emplscreen.com for more information.

ExTENdiNg offErsConsider the following when extending an offer to a candidate for employment: • Contract vs. offer sheet – does the position warrant a contract or a simple offer sheet. If a contract

is appropriate (as an example for a Head Golf Professional) then it is recommended that you consult legal counsel for assistance. Because of the different requirements by each state, the PGA does not offer consultation on contracts. Contact your regional PGA Employment Consultant for a sample offer sheet.

• Always try to offer a position in writing (example: an offer sheet) and include the following information:

• Job title • Wage amount (hourly/salary). • Benefits of the position. • Supervisor name. • Term of employment • Any other terms or conditions of employment, as necessary.

– 13 –contents

sECTioN iidEVElopiNg ANd supErVisiNg EmployEEs

In order for a business to be truly successful, every employee must be trained to be the face of the business and to carry on its mission. Since you have recruited and hired good people to fill these roles, you now need to successfully orient them into the workplace, train them to fulfill their job responsibilities, motivate them to succeed and enjoy their job, review their performance, and provide discipline when needed.

oriENTATioN ANd TrAiNiNg 14

bAsiC supErVisioN 16

moTiVATiNg EmployEEs 16

EmployEE pErformANCE rEViEws 17

disCipliNE ANd TErmiNATioN 18

wAgE ANd Hour iNformATioN 18

forms of workplACE biAs ANd disCrimiNATioN 19

– 14 –contents

oriENTATioN ANd TrAiNiNgAs a Head Golf Professional, or other department manager, the responsibilities to orient and train staff takes planning and time in order to be successful. This first step to molding your employees is crucial. Employees are a direct reflection on their managers and this in turn is a direct reflection on you to your employer or supervisor.

oriENTATioN/oNboArdiNgThe goal for orientation/onboarding is to give the employee the first “glimpse” of the well run organization and to set the stage for successful development of each new employee to be a contributing member of the team. Onboarding does not just mean that you send out a welcome note to all the existing staff. While this is a small part of the process, consider the following items as you put together your orientation plan: • Contact the new employee shortly after the offer has been accepted to welcome them to the team. • Make sure the new employee has all the documentation they need regarding benefits, payroll and

facility rules and regulations (employee handbook). • Provide a short facility history and mission statement. • Send a welcome letter to the new employee outlining their start date, time to report, dress code,

to whom to report, and the first day’s schedule. • If possible, assign the new employee a “mentor” who is an experienced employee in the

same department. • Schedule any computer and systems training needed. • Prepare for the new employee’s “first day”. How you as their employer are prepared for a new

employee’s “first day” makes an important first impression. It is advised to create a “first day” checklist to follow so the first impression is a good one.

• Review any policies and procedures for the facility. • Introduce the new employee to existing staff on the first day and also at the first staff meeting. • Give the new employee a more specific tour of the facility highlighting the employee’s work area. • Schedule a first “end of day” meeting for comments or questions. • Schedule meeting within first week of employment for follow-up, and for questions, comments, etc.

– 15 –contents

TrAiNiNgTraining employees is vitally important to the success of your golf facility. In many cases, new employees are forced to learn by “osmosis”, which may not be the most effective way to motivate or allow an employee to feel prepared to succeed. Sometimes formal training is overlooked entirely, which can be disastrous. Here are some of the many reasons to fully train employees: • To assist the employee in learning the specific parts of their job description. • To be a part of an overall employee development program (mentoring). • To train the employee about a specific program. • To be part of a succession plan to help employees become eligible for a change in role. • To help when a performance appraisal indicates improvement is needed. • To understand systems and technology necessary to complete their job. • And possibly the most important, because employees want training so they can fulfill their role

effectively and be successful.

CoNsidEr THE followiNg iN rEgArd To TrAiNiNg: • Train your staff … • To build customer relationships. • To exceed customer expectations. • To identify the customer’s perspective. • To constantly evaluate the facility’s products and services. • To communicate with you. • Focus on results • Avoid overwhelming the employee, but rather concentrate on the areas of training that are

most important and deliver the goals listed above. • Train the employee yourself or find the best person within your facility to assist. • Create an atmosphere of importance for the employee when training. • Encourage questions, input, feedback, etc. • Provide training in appropriate dialogue. • Face-to-face • Telephone

CommoN piTfAlls iN EmployEE TrAiNiNg • The importance or value of training is often underestimated. • It is perceived to be only done in a classroom setting. • It is thought that the employee can learn via observation only. • That continual training or follow-up after the initial training phase is unnecessary. • That it costs too much money for the value returned.

– 16 –contents

bAsiC supErVisioNSupervise is a verb that is defined as “to direct or oversee the performance or operation of employees” or “to watch over so as to maintain order”. It also can be thought of as mentoring in order to bring about the desired facility goals and objectives while also advancing the careers of your employees. Supervision has less to do with teaching and evaluation and more to do with establishing an environment which encourages individual growth and development. Below are some basics that you can follow for successful supervision: • unite with your team via: • An open door policy. • Regular one-on-one meetings. • Regular staff meetings. • praise employees through: • Formal recognition incentives. • Informal compliments. • Expect excellence: • Offer clear job descriptions and defined goals and objectives. • Require accountability through delegation of duties and follow-up. • Share continuously, practice active listening and transparency. • Project the professional image you want your employees to emulate. • Instill employees with your expectations and vision. • Supervise ethically and treat all employees consistently. • Create and maintain an organizational chart that is available to employees. • Empower your employees to become problem solvers and decision makers.

moTiVATiNg EmployEEsMoney is not the only motiving factor for employees. In reality, the fact is that they want to succeed and are motivated in the first place. The challenge is to figure out how to tap into what motivates each employee to accomplish work goals and maximize productivity. Here are some steps to successful employee motivation: • share the vision – When managers (leaders) share the vision for the business, employees are then

given the opportunity to buy into that vision and become an active participant in its goals. • goal setting – All individuals need to have goals to be successful and making sure your employees

have attainable goals is paramount to their motivation. Employees with no target goals lack motivation and produce little.

• reward - Organizing reward scenarios for employees who achieve goals is a great way to motivate individuals to achieve greater success in their job. This adds to the monetary motivation, but also instills pride in the employee. Pride can motivate employees to higher levels of success.

• strong leadership – It inspires motivation and as a manager you must dispel uncertainty, fear, negativity and skepticism.

• Communication - Managers using consistent communication to build strong relationships have the most success motivating their employees.

– 17 –contents

• Add positive reinforcement – Catch employees doing something right and let them know… the sooner the better.

• Encourage employee input – Allowing employees to submit their ideas and input about procedures, policies, programming, etc., enables them to be a part of the process and take ownership in their duties.

• organized training and follow-up – The first part of this guide outlines initial training and the critical need for continuation.

• positive work environment – Going to work in a productive, fun and positive environment is motivation for anyone. The key is sincerely creating this type of culture and including all of your employees in it.

• Team building – The concept of team building is not a new one and always deserves focus. Working as a team can be a great motivational factor and one that produces great results. Build your team to “be on the same page”, understanding what is happening at the facility and focused on the short and long term goals that are set.

• Create loyalty – Combining all of these steps will go a long way to creating loyalty with employees and loyalty is one of the best motivators. As Simon Sinek says, “If you hire employees who believe in what you believe, then they will work for you with their blood, sweat and tears. Hire them for the money and that is all they will work for”.

EmployEE pErformANCE rEViEwsConducting reviews is an effective management tool that affirms good performance, provides correction where needed, stimulates development and offers motivation. Reviews may also determine raises, promotions, and sometimes whether or not a certain employee keeps their job. Taking the time and effort to put forth this employee “report card” is essential and should not be overlooked or dismissed.Here are some tips: • Construct a “set” review process – Create a process that provides feedback, clearly

communicated expectations and open dialogue with your employees. • Adequately prepare for the review – Keep track of your employees’ performance, go over the

review form prior to the meeting, be ready to ask questions. • Encourage open communication – In addition to formal reviews, establish an open year-round

dialog with your employees to provide continuing feedback on their performance. This can head off any issues that could fester if you wait until the end of the year to discuss them.

• when evaluating: • Be specific • Give goals • Be realistic • Be honest • Be complete • Evaluate performance and not personality • Invite feedback from your employees and listen to your employees

– 18 –contents

Click HERE for a pgA sample performance review form

disCipliNE ANd TErmiNATioNDevelopment of a consistent and fair process of job performance and behavior correction is essential. A clearly defined step-by-step process includes informing, documenting, correction, re-training, follow up, discipline and termination. Because of the legal concerns it is recommended that you consult your facility human resources department regarding the process for discipline and termination. If your facility has no process, then it is suggested that you consult a legal professional or state department of labor prior to disciplining or terminating an employee.

wAgE ANd Hour iNformATioNIt is vitally important that federal and state wage and hour laws and regulations are closely followed. This is not only to protect yourself, but also your facility or employer from possible litigation and/or fines by your local or federal labor departments. The PGA of America is pleased to provide the “Wage and Hour” manual for your reference. The objective of this booklet is to provide PGA Professionals with the latest and most accurate information available on Federal Wage and Hour laws, as they relate specifically to the golf business.

Since some State Labor Laws vary and may differ from Federal regulations, it is advisable for PGA Professionals to check with state labor officials.

Click HERE for the pgA wage and Hour information including the wage and Hour manual and contact information for gerald stefanick (pgA wage and Hour Consultant)

– 19 –contents

forms of workplACE biAs ANd disCrimiNATioNThere are many forms of workplace bias that you, as a manager or employer, need to be aware of prior to managing or hiring any employees. The following are specific laws regarding: • fair labor standards Act - The FLSA establishes minimum wage, overtime pay, recordkeeping,

and youth employment standards affecting employees in the private sector and in Federal, State, and local governments.

• Equal opportunity laws • Title VII of the Civil Rights Act of 1964 (Title VII), which prohibits employment

discrimination based on race, color, religion, sex, or national origin; • Equal Pay Act of 1963 (EPA), which protects men and women who perform substantially equal

work in the same establishment from sex-based wage discrimination; • Age Discrimination in Employment Act of 1967 (ADEA), which protects individuals who are

40 years of age or older; • Title I and Title V of the Americans with Disabilities Act of 1990, which prohibit employment

discrimination against qualified individuals with disabilities in the private sector, and in state and local governments;

• Sections 501 and 505 of the Rehabilitation Act of 1973, which prohibit discrimination against qualified individuals with disabilities who work in the federal government;

• Title II of the Genetic Information Nondiscrimination Act of 2008 (GINA), which prohibits employment discrimination based on genetic information about an applicant, employee, or former employee; and

• The Civil Rights Act of 1991, which, among other things, provides monetary damages in cases of intentional employment discrimination.

• family medical leave Act - The FMLA entitles eligible employees of covered employers to take unpaid, job-protected leave for specified family and medical reasons with continuation of group health insurance coverage under the same terms and conditions as if the employee had not taken leave.

for additional information please seek out guidance from your Human resources department, a legal representative or from the u.s. department of labor.

Click HERE for a summary of the major laws concerning employment.

– 20 –contents

sECTioN iiimENToriNg AssisTANT profEssioNAls

Defined as “a trusted counselor or guide; a tutor or a coach”, this unique mentoring relationship between PGA Members and their assistant professionals has always been one of the cornerstones of our business. A traditional role of a Head Professional has been to train and develop their assistant professionals and to assist them in achieving their career goals and both can gain a better future and career out of this relationship. While many PGA Members are great mentors, some would say that this has become a lost art in the golf profession. The following information may bring to light the importance of mentoring by an employer as well as for the professionals you assist along the way.

mENToriNg AssisTANT profEssioNAls 20

rEspoNsibiliTiEs As A mENTor 21

bENEfiTs To you As THE mENTor 21

bENEfiTs To THE mENTEE (ApprENTiCE/AssisTANT) 21

mENToriNg do’s ANd doN’Ts 22

iTEms To CoNsidEr wHEN plANNiNg To mENTor 22

– 21 –contents

rEspoNsibiliTiEs As A mENTor • Assist the mentee in identifying with the golf industry and with the history of the game. • Challenge the mentee to stretch themselves beyond their comfort zone to reach their potential. • Encourage and support the mentee through challenging situations. • Be a source of encouragement and feedback. • Provide career guidance and support. • Nurture independent thinking and creativity. • Encourage mentee self-awareness, self-assessment and self-evaluation. • Provide your customers with the best employees and service possible. • Have an open line of communication with those you are mentoring.

bENEfiTs To you As THE mENTor • Builds a strong team and promotes loyalty and longevity among your staff. • Makes your professional staff more productive and motivated. • Increases your ability to attract future employees due to a mentoring reputation. • A proven record of hiring and training quality staff enhances the value you provide to your employer

and customers. • Develops coaching, communication, leadership and management skills. • Helps you give back to the industry and the Association. • Allows you to experience professional and person growth and renewal. • Provides the reward of seeing those that you mentor succeed and become mentors themselves.

bENEfiTs To THE mENTEE (ApprENTiCE/AssisTANT) • Establishes professional networks. • Increases awareness of the profession/industry. • Expands growth in the sense of competence, identity, and effectiveness as a professional. • Gains exposure to new ideas, practices and people. • Continues the process of finding mentors in life. • Improves understanding of work related issues and how to deal with them. • Opens lines of communication. • Helps advance career progression.

– 22 –contents

mENToriNg do’s ANd doN’TsmENTors sHould do THEsE: • Be credible. • Be a positive role model. • Encourage goal setting. • Be genuinely interested in the person you are trying to mentor. • Listen and provide feedback in a constructive way. • Be a sounding board. • Take an elevated interest in the mentee’s golf game and participate in the improvement of their

expertise. • Acknowledge achievements. • Offer your advice when asked. • Provide encouragement. • Treat your mentee with respect. • Take an active role in the mentee’s quest for PGA membership and career advancement.

ANd NoT THEsE: • Force mentoring on an individual that does not accept the process. • Lose critical oversight. • Condemn the mentee for honest mistakes. • Feel that book education supplants mentoring education. • Assume your mentoring will be accepted or followed. • Expect a clone of yourself. • Take your mentee for granted. • Let friendship outweigh the mentoring relationship.

iTEms To CoNsidEr wHEN plANNiNg To mENTorWhen you consciously make the decision to start or improve your mentoring skills please consider the following as ideas to make you successful in this process; • use a thorough hiring process - It’s much easier being a mentor to someone who is eager to

learn, possesses good work habits and interpersonal skills, and is dedicated to a successful career as a PGA Professional. Use diligence in your hiring process, including a comprehensive job description, and make sure your hire truly fits your needs and shares your commitment to excellence.

• develop a successful employment relationship - Employees can become discouraged if they don’t know what you want them to do, don’t receive training on how you want things done, and don’t get feedback on how they are doing. Give your mentee clearly defined responsibilities and expectations, provide ongoing training and guidance, and keep the lines of communication open with timely feedback and regular performance evaluations.

– 23 –contents

• understand the pgA professional golf management program - Become knowledgeable about the PGM program and help your mentee create a plan to get started. Assist with good time management, incorporate PGM work experience activities into the daily routine, monitor PGM deadlines, and communicate weekly on your mentee’s progress. To help offset PGM expenses, work with your employer to provide financial assistance for the professional(s) you are mentoring.

• promote personal and career development - Show your Mentee that you care by taking a sincere interest in their career development. Help build their skills and knowledge, allow them to be involved in managing the business. Educate them on PGA programs available to them, and counsel them on their career goals and direction. When they are ready to begin the job search process, help them with networking strategies, resume preparation, and interviewing skills, and be their #1 promoter.

• intangibles - Lead by example and with a positive attitude. Create an enjoyable and stimulating culture and work environment, empower your Mentee with meaningful responsibilities, encourage creativity and initiative, and challenge them to develop new ideas. Initiate staff activities outside the workplace and develop a schedule that allows them time for family, golf, leisure, etc.

• Always keep in mind - That your Mentee is likely to adopt much of what they see in you as their role model – your values and beliefs, your professional image, how you manage yourelf, business, your attention to detail, how you interact with people and handle situations, and how you conduct yourself at work and away. It can be a challenge juggling the multiple relationships you may develop with your Mentee – employer/employee, teacher/student, friend/friend, etc.

• The payoff - Seeing your Mentee (Assistant) climb the ladder of success as a PGA Professional makes it all worthwhile.