In our 2024 Golf Course Superintendent Employment Trends Study, I was caught by a recurring theme around recruiting and retention of today’s workforce. Golf course superintendents in particular are curious and unclear what attracts today’s generation, what propels them from considering a career in golf, and what makes them leave?

Based on the original research and the feedback from numerous industry leaders, I recognized that it was crucial to continue exploring both the misconceptions and the actual dynamics impacting recruitment, retention, and employee development in this industry.

It is no secret the golf industry has been grappling with a talent shortage, which has intensified due to the aging workforce, evolving industry demands, and shifts in employee expectations.

The question nagged at me throughout the year, and dates back to the core of why I started my company – help transform the way the golf industry attracts, develops and retains talent. Recently, I decided to find data-backed truths around these questions by commissioning a national research study with the Center for Generational Kinetics.

Through this study, we’ve pinpointed strategies, offers, and messaging that leaders can use to make golf courses desirable places to work. With many clubs and courses struggling to attract and retain talent, our goal is to provide a clear roadmap based on real data and actionable insights. From competitive benefits to career growth paths, we now have evidence-based insights that can help clubs retain top talent across a range of roles.

We will be releasing the full study in January, but wanted to share a teaser with the top five factors that drive employee retention in the golf industry.

1. Competitive Compensation and Benefits

It’s an old refrain in almost any industry: people need to feel valued, and one of the most direct ways to show this is with compensation. In the golf industry, where seasonal work and early mornings can define the job, competitive pay isn’t just about money; it’s about respect. 

Offering salaries that reflect the skill and commitment required can make the difference between an employee who sticks around for one summer and one who builds a career.

In a recent study by the Center for Generational Kinetics, over 70% of the workforce in America between the ages of 18 to 65 cite competitive pay and benefits as primary reasons for staying in their roles. And for good reason. 

Money might not be everything, but for those who work hard to keep greens pristine and pro shops running smoothly, fair pay and a solid benefits package can feel like a thank you that comes with every paycheck. A retirement match, health insurance, and a little extra on top — it’s these things that add up to an investment in your people.

As the economy shifts and the demands of the job evolve, make sure your employees know that their efforts are valued. Regularly review your compensation packages, because when people feel valued, they feel rooted.

2. Positive Work Culture and Respectful Management

A golf course is a place of quiet, a place where people seek refuge from the chaos of their daily lives. And yet, behind the scenes, it can be a high-stress environment, with early starts and demanding customers. For the employees, a positive work culture is like that quiet moment on the green — a chance to breathe, to feel supported, to be part of something larger than themselves.

Employees who feel respected by their managers and valued by their team are more likely to stay. They want to know that their voices matter, that their contributions are noticed, and that their well-being is cared for. Respect is as essential as water to the turf, and it requires regular tending.

Encourage managers to give regular, constructive feedback, and create a culture where every team member feels safe to share their thoughts. Because when people feel heard, they feel they belong.

3. Opportunities for Career Development and Advancement

In golf, every player knows there’s always room to improve. The same is true for your employees. People want to grow. They want to develop new skills, take on new challenges, and see a path forward. Without the chance to advance, even the most passionate employees can feel stuck, like a golfer endlessly practicing their swing without ever playing a round.

Clear pathways for career growth are vital. When employees see a future within the organization, they’re more likely to stay committed. Training programs, mentorship opportunities, and leadership development initiatives can all give employees the sense that they’re building a career, not just holding a job.

Whether it’s through formal training sessions or a simple mentorship program, show your team that you’re as invested in their growth as they are. Because when people see potential, they see a reason to stay.

4. Work-Life Balance and Flexible Scheduling

Employees, too, need a sense of timing, a rhythm that allows them to balance the demands of work with the needs of their personal lives. With early mornings and long weekends, burnout is a real threat, especially in an industry that requires so much dedication during peak seasons.

Flexible scheduling can help employees find that balance. Offering days off during the week or adjustable hours when possible can make all the difference. After all, employees are people, not just names on a schedule. They have families, hobbies, and lives that need attention just as much as any sand trap or putting green.

Be mindful of your team’s needs outside of work. Offer flexibility where you can, and understand that sometimes, the best way to keep people on the team is to let them take a day off. Because when people feel balanced, they feel fulfilled.

5. Clear Communication of Roles and Expectations

Imagine stepping onto a golf course with no idea of the layout, no map, no markers. You’d feel lost, uncertain, even frustrated. That’s how an employee feels when their role is unclear. They need to know what’s expected of them, what success looks like, and how their efforts contribute to the bigger picture.

Clarity is kindness. When roles and responsibilities are well-defined, employees can perform with confidence. They know where they’re headed, and they understand how to get there. A well-communicated role is like a fairway free of hazards — a clear path to the goal.

Ensure job descriptions are detailed and expectations are consistently communicated. Take time during onboarding to explain how each role contributes to the team’s success. Because when people understand their purpose, they find meaning in their work.

In the end, retaining employees in the golf industry is about much more than any single factor. It’s about creating an environment where people feel valued, respected, and understood. It’s about building a team that feels more like a family, on a course that feels more like a second home. 

When you invest in your people — with fair pay, respect, opportunities, balance, and clarity — you’re investing in a community that will flourish.

If you’re in need of further insight and best practices, set up a FREE Talent Strategy Call with our team.

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About The Author

Tyler Bloom is the founder of Bloom Golf Partners. A former golf course superintendent and turf professional, Tyler’s love of all things golf began at the age of six when he stepped onto the course for the first time.

Tyler has an Executive Certifacte in Talent Acquisition fro Cornell University and a degree in Turfgrass Science from Penn State University. With 20 years of experience in the golf and turfgrass industry, Tyler has worked directly with reputable club leaders at some of the most prestigious clubs to place over 300 professionals in executive and management level positions throughout the United States.

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Are you ready to build a top-performing team that drives results? Our proven framework, methodologies, and implementation is based on our personal track record of developing world-class teams. In addition to talent acquisition, we provide leadership development and ongoing consultative services for the golf course and club industry. Our team has personally coached and mentored dozens of future golf course superintendents across the United States. 

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When you’re in the running for a golf course superintendent position, the interview process often includes a crucial component: the site visit. Much like a real estate agent visiting a property to gain insight into its unique features, a site visit allows you to showcase your understanding of the course, its challenges, and the needs of the management team. 

It’s an opportunity to move beyond the resume and formal interviews to demonstrate how you can add value in real-world conditions and provide a taste of your observational skills.  

In some cases, you may need to ask club officials or the hiring manager to tour the facilities, and in others this will be a critical step to evaluating your fit for the role. Always be respectful and sensitive to the existing team and operations.

Assessing the Course’s Unique Challenges and Needs

During your site visit, you’ll have the opportunity to assess the course firsthand and get a deeper understanding of its specific challenges. In some cases you may tour the facility with the General Manager, Golf Professional, committee member or unguided.  Look beyond the basics including the consistency of turf quality, bunker presentation, detail work, and growing challenges.

Consider factors like water management, pest control, and the local climate. Are there any pressing issues like drought conditions or environmental regulations that will affect your strategy?

When appropriate, don’t be afraid to pull soil samples, dig into existing turf conditions, or pull out the sunseeker app to take an extra step.  Be observant, but respectful.  Think about what improvements can be made to get some quick wins in your first year to gain membership buy-in. 

Evaluate the work environment

Depending on the confidentiality, getting an eye on the maintenance facility could provide a strong look into the culture.  Are the available workspaces adequate for elevating the team and operations?

Take stock of the machinery, tools, and technology you’ll be working with. Are they up-to-date and sufficient for the job?  This could be a major talking point, and a major hurdle to achieving conditioning goals.

Understanding the cleanliness, safety, organization and pride the team has could uncover themes out on the golf course. 

Building Rapport with Key Decision-Makers

Technical expertise is only part of the equation. As a superintendent, you’ll need to fit in with the club’s culture and leadership style. The site visit gives you a chance to meet key stakeholders and see how the team operates. 

You may have the opportunity to engage with club leadership, such as the general manager, board members, and other staff. This is your chance to observe team dynamics and show how well you can work with them.

Building trust and rapport with the people who will ultimately decide whether or not to hire you is a key opportunity in the search process. Be personable and approachable. Building a positive rapport with decision-makers during the visit can leave a lasting impression and boost your candidacy.

Show genuine interest in the club’s long-term goals, operations, and challenges. This shows you understand that your role goes beyond just maintaining the course.

Focusing solely on turf management or course conditions without considering the club’s culture, values, and member expectations can make you seem one-dimensional. 

Use what you observe to highlight how your interpersonal skills and management style align with the club’s values and dynamics. If you can, draw parallels between their current culture and your previous roles.

Clarifying Club Expectations and Priorities

Each golf club has its own expectations for the superintendent’s role. Some emphasize maintaining tournament-level conditions, while others prioritize sustainability or member interaction. 

Clarify what the club values most—whether that’s agronomy expertise, leadership skills, or budgeting prowess.

Not all job requirements are listed in the description. During the visit, you may pick up on informal expectations, such as the superintendent’s visibility with members or specific community engagement efforts.

Tailor your responses to align with their priorities. Show how your skills and past experiences meet both the formal and informal requirements of the role.

Refining Your Approach Based on What You See

If you notice that the course has aging infrastructure, for instance, you can emphasize your experience with major renovations or equipment upgrades.

Keep notes during or after the visit so you can reference specifics during your follow-up interviews or thank-you notes. This shows you were paying attention and reinforces your interest in the role.

When it comes time for the interview, be prepared to discuss how your past experience equips you to handle these specific challenges. Provide examples of similar courses you’ve managed or problems you’ve solved in comparable situations.

By approaching the visit with a focus on understanding the course’s challenges, building relationships with decision-makers, and aligning yourself with the club’s long-term goals, you can make a lasting impression and position yourself as the ideal candidate for the role. 

This is your opportunity to demonstrate that you’re not just a good fit on paper—you’re the right person to lead their course to success. Present yourself as a knowledgeable, respect, and professional candidate.  Of course, here are some things to avoid.

• Don’t slouch on your attire, dress professionally and appropriately.
• Make sure you’ve reviewed and researched the course, the club’s history, and their goals.
• Even if you see areas for improvement, phrase your observations tactfully, instead of being overly critical or current management practices. 
• Respect the staff, members, and club culture.  Avoid acting like you’re already in charge or asking detailed questions about employees’ performance. 
• Let key stakeholders lead the conversation avoiding being arrogant or disrespectful.
• Avoid making bold statements about the course’s existing challenges and making immediate changes until you fully understand the context. 

If you’re in need of further insight and best practices, set up a FREE Talent Strategy Call with our team.

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About The Author

Tyler Bloom is the founder of Bloom Golf Partners. A former golf course superintendent and turf professional, Tyler’s love of all things golf began at the age of six when he stepped onto the course for the first time.

Tyler has an Executive Certifacte in Talent Acquisition fro Cornell University and a degree in Turfgrass Science from Penn State University. With 20 years of experience in the golf and turfgrass industry, Tyler has worked directly with reputable club leaders at some of the most prestigious clubs to place over 300 professionals in executive and management level positions throughout the United States.

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Are you ready to build a top-performing team that drives results? Our proven framework, methodologies, and implementation is based on our personal track record of developing world-class teams. In addition to talent acquisition, we provide leadership development and ongoing consultative services for the golf course and club industry. Our team has personally coached and mentored dozens of future golf course superintendents across the United States. 

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By Mitch Rupert, Communications Manager for Bloom Golf Partners

The art of interviewing as a candidate comes down to two basic things: Knowing what to say and what not to say. Seems simple enough, doesn’t it? Well, my astute reader, it might seem so, but as we know, things are never quite as simple as they seem. Because while we, as seasoned interview veterans, might be comfortable with the topics we’re going to discuss in a job interview, we also have to think about how we express those answers.

Our goal is to make the decision-making process of the interviewer as easy as possible. Pass along the most pertinent information as clearly and concisely as we can. We’re trying to present ourselves in the best light possible and give ourselves the best possible opportunity to land the job we’re applying for. And having a good interview is going to look favorably on us as job candidates especially when the final decision comes to such small details which separates candidates.

So in this article, we want to focus on some tips on how to best express our thoughts and experiences. These are probably things we don’t think about going into an interview but really need to be in the back of our minds as we prepare. When interviewing for a role in golf maintenance, it’s pretty easy to formulate an idea of what is going to be asked about our experiences. So with a little preparation, we can formulate a gameplan on how to address those questions while also expressing points which are important to us.

Here are my Top 5 tips to make your interview answers better:

1. Slow down

Fun fact: The average rate of thought in humans is between 400 and 800 words a minute. But the average rate of speech is between only 125 and 175 words per minute. 

So what, Mitch? What does that matter?

Well, unnamed reader, it matters very much. When we get nervous, we tend to speak more quickly than when we’re in a comfortable situation. And when our thoughts are flowing at that lightning rate speed, we may feel the need to get it all out in an instant like a verbal shotgun. But in an interview setting, it’s imperative you slow yourself down. When a question is asked, take a moment to gather your thoughts and figure out how you want to attack the answer. Don’t just blurt out whatever comes to your mind first, and avoid rambling nonsense until you find your point. Just stop and think for a second. Allow yourself to pick out the best of those thoughts and share them. It will make your answers more poignant and your interview will be much more effective.

2. Express concise thoughts

This was a key point in our initial blog post on interviewing tips. The combination of nerves and lack of interviewing experience tend to make us ramble. On top of that, as someone who has interviewed people just about every day since the year 2000, I find an inherent need for people to try and impress an interviewer with every little aspect that they know about a particular topic, especially when they’re a little uncomfortable in their setting. But it can be easy to bog down an interview because of this. So hit on the key points of the topic at hand and get out. If your interviewer needs more information, they’ll ask for it in a follow-up question, and you can expand upon your answer then.

3. Provide examples

Explaining your experiences to an interviewer is great. Providing examples of those experiences is even better. Many times, those examples are going to show how you attack a problem or task. It’s also going to give a more in-depth look at just what your experience has entailed. If you’re interviewing for an Equipment Manager position, don’t just explain what kind of welding you’ve done, explain a project where that welding was put to use. Are you an irrigation technician? Don’t just explain what kind of systems you’ve worked with, explain your approach to a specific issue you had. 

4. The ‘why and ‘how’ are more important than the ‘what’

This is probably geared more toward higher-level positions, but how you went about achieving something is more important than what you achieved. I see resumes all the time with people saying they saved money on the budget, or saved man hours on payroll. But it doesn’t particularly matter if you don’t explain how you did those things, and also why you did those things. Did the board or General Manager ask you to do those things, or was it something you did on your own? How did it impact the overall product or results? Did it come at a cost to your results, or did it actually improve results? Those are all more important things to touch on than the actual achievement itself.

5. Don’t answer a ‘yes’ or ‘no’ question with only ‘yes’ or ‘no’

As an interviewer, yes or no questions are what we call close-ended questions. They don’t require your interview subject to expound beyond yes or no. So while open-ended questions are better for getting quality answers, they’re also more difficult to formulate unless it’s something you do on a regular basis. So as an interview subject, you’re bound to get a fair share of yes or no questions. But don’t allow yourself and your answer to be handcuffed by that. Answer in the affirmative or negative and then spell out why you answered yes or no. A good interviewer knows when they’ve asked a bad question and they’ll be appreciative when you provide a good answer despite a bad question. 

If you’re in need of further insight and best practices, set up a FREE Talent Strategy Call with our team.

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About The Author

Mitch Rupert joined our firm in July 2021. He facilitates candidate communication, interviews and due diligence reports. In addition, Mitch assists with outreach and digital content. Mitch boasts an impressive tenure of over two decades in sports

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Are you ready to build a top-performing team that drives results? Our proven framework, methodologies, and implementation is based on our personal track record of developing world-class teams. In addition to talent acquisition, we provide leadership development and ongoing consultative services for the golf course and club industry. Our team has personally coached and mentored dozens of future golf course superintendents across the United States. 

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By Pat Jones

Here we are, wrapping up another brutal summer golf season around the country. The lowlights included record heat, way too much traffic, disease, storms, and, of course, not enough crew to get it all done.

But that’s nothing new. The “100 days of hell” has been a miserable badge of honor for far too many turf pros over the years. Too often, we celebrated it as a rite of passage for young turfies. Now they just move on rather than killing themselves for $14 an hour and a chance to be an AIT. They have better options that don’t demand as much physically or emotionally.

And supers feel it too. You are, after all, your own worst critics. Because of that, you’re at work too much, separated from family and loved ones, and unable to do anything for yourself because you’re constantly scrambling to keep every damn blade of grass alive. Self-induced anxiety about all things turf is compounded by that guilty feeling that you’re doing a lousy job as a spouse, a parent and simply as a person who needs to have a healthier life outside of work.

This is the double-edged sword of superintendent culture. We celebrate the brotherhood (and sisterhood) of turf life. We embrace the suck, even if it means exhaustion and stress at home. Because that’s the way it’s always been.   

But, thankfully, that’s finally changing.

According to the Flagstick-Bloom Employment Trends Study we conducted earlier this year, work-life balance has become a major deal point for superintendents. More than 80% of the 300+ superintendents who responded said they had taken active steps to achieve better balance in their lives. That’s awesome news. Even better, they shared how they were doing it and we found some commonalities that may help you achieve the same sense of balance in your life.

Establish Boundaries at Work and at Home

Perhaps the number one thing superintendents were doing to achieve some in-season balance is simply setting boundaries with their GM or owner and/or family. Here’s a typical example:

“As a father, I’ve made it known to my club that I will not miss the events (big and small) in my children’s lives. First day of school, Saturday morning games, etc. And it’s important to me to help with getting kids on the bus, to appointments, etc.”

“I have made non-negotiable commitments to my family to be more present in the moment and leave work at work.”

“I have set boundaries on my phone so my work email only downloads within certain hours of the day to reduce notifications. It allows me to focus on my family when I am at home.”

“Family commitments overrule work commitments. Period.”

“I’ve realized it will be there tomorrow. If we’re producing a daily championship product and it’s okay to be off a day or two.”

“I’m very open with my GM about how my goal is to make it to 80% or more of the kids’ events and I will make that happen by building a strong team. Quite frankly I’m open with the board about it too.”

The most important thing here is to have a clear conversation with your boss about your work schedule and priorities. Chances are good they don’t expect you to give up having a life to work there. Also look around: are the other managers there all the time and never taking vacations? Chances are good your expectations for time at work aren’t the same as your boss’s.

Delegation and Scheduling

Another holdover of the old culture of golf course maintenance is the “first to arrive, last to leave” mentality. Being there all the time because you’re the boss basically means you don’t trust the people who work for you. If they really aren’t trustworthy, you have bigger problems than who arrives early or stays late.

The only way to develop good employees is to trust them. Period.

“I made a conscious effort to limit how much I work. The season does make the days longer but there are times to let the assistant superintendent take the reins and handle things.”

“I schedule time away in advance. I trust staff to handle things when I’m gone.”

“I changed staff scheduling model to allow everyone more consistent time away (two consecutive days off weekly), which in turn mitigates absenteeism/tardiness compared to five years ago. It also reduces overtime so this has made it possible to hire more staff, with fewer hours and higher productivity.”

“I came from one of those 12-14 hours a day courses and I swore I would never endure another job like that or make others work those hours. It cost me my first marriage. If anyone on my staff is there past 5 p.m. there is an emergency or they’re playing golf.”

Finally, this simple one: “Empowered employees.”

If you feel anxious about leaving at a reasonable time when you’ve accomplished your goals for the day, you really should think about why you feel that way. We’ve all stupidly conditioned ourselves to feel guilty for not working all the time. As a wise man once said, “Nobody ever had ‘I wish I’d spent more time at the office” carved on their tombstone.”

Changing Views About the Job

Again, in a culture where expectations often run wild, it’s good to see that many superintendents are stepping back from the fool’s game of trying to be perfect. Even Augusta National isn’t perfect. Constantly agonizing about what the members or others think about you, your course or your conditions isn’t healthy. So, some superintendents are lowering their expectations for themselves.

“I’ve learned that there is such a thing as good enough. I’ve stopped trying to make it perfect and dialed it back a bit.”

“I care about my work output and produce a good product but I don’t put in 110 percent anymore. Family first, then work.”

“I have made it clear to my club that work/life balance is a priority not only to me, but for my management team as well. We are very lucky to have been given the freedom and resources to make this possible.”

“Let it go, but be accountable. That’s both in your life and your career.”

“I took a new job at a smaller facility to allow more family time.”

“My give-a-shit meter has been adjusted appropriately. For many years, it was out of whack.”

It’s hard to accept, but no one is irreplaceable and no career is worth losing your soul over. Take a step back and think about what really matters to you. It’s probably not just your job.

Final Thoughts

There is much, much more in the 191 comments we received about work-life balance. Exercise, hobbies, mindfulness, faith…all of those were helping your peers around the country evolve and survive. You can read all the comments and ideas here.

The bottom line is that there’s never been a better time to establish your boundaries and adopt some techniques for work-life balance because there’s never been this level of appreciation for superintendents before. You have more leverage than you know. It’s time to use that and begin to live the life you deserve and enjoy your job even more.

Pat Jones can be reached at patjonesgolf@gmail.com or 440-478-4763.

If you’re in need of further insight and best practices, set up a FREE Talent Strategy Call with our team.

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About The Author

Pat Jones has been a passionate advocate for superintendents and the golf industry for 30 years.

Now, as head of Flagstick LLC, he’s using that passion to help companies and organizations in the industry communicate with customers and drive sales more effectively and efficiently.

Jones has been a business media executive for most of his adult life, profitably steering the sales and editorial operations of Golf Course Industry, Lawn & Landscape, Golfdom and GCM over the years. He specializes in researching and tracking the state of the golf course maintenance market and shining a spotlight on the industry’s best people, practices and products. Jones got his start in the business running lobbying, public relations and fundraising for the GCSAA.

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Are you ready to build a top-performing team that drives results? Our proven framework, methodologies, and implementation is based on our personal track record of developing world-class teams. In addition to talent acquisition, we provide leadership development and ongoing consultative services for the golf course and club industry. Our team has personally coached and mentored dozens of future golf course superintendents across the United States. 

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The only thing worse than training your employees and having them leave is not training them and having them stay. — Henry Ford, Founder, Ford Motor Company.

A few months ago, although it seems like a recurring conversation, I received a call from a tenured and accomplished leader who noticed symptoms of a bigger problem within their operations. After assessing their team dynamic and processes, they recognized a leadership vacuum at the top—an absence that hindered the team’s ability to move the needle.

The staff had become stagnant, sticking to “the way things have always been done,” with little communication between departments. The hiring manager admitted that the organization’s lack of internal development had created a skills gap within the senior management team. Compounding this issue, a major project was looming that would require additional support staff. Sound familiar?

There isn’t a one-size-fits-all solution, but ongoing education and training must be core components of your daily operations. Here are some effective strategies:

• Cross-Training: Enhance versatility and teamwork by ensuring employees understand multiple roles.
• Formal Mentorship: Pair experienced staff with junior employees to transfer knowledge and foster professional growth.
• Apprenticeships: Develop specific skills through hands-on learning programs.
• Team Development Workshops: Strengthen collaboration and innovation within your team.
• Ongoing Performance Management: Regularly review performance, provide 360-degree feedback, and create personalized development plans.

Get Off on the Right Foot: Effective Onboarding

A few years ago, I visited Teed and Brown in Norwalk, Connecticut, and was impressed by their employee development culture, particularly their cross-training program. A simple whiteboard with tasks and checklists demonstrated each team member’s progression—a simple yet effective method. The senior team also schedules monthly topics ranging from leadership, product training, equipment operation and other job specific topics.

Start strong with effective onboarding practices, focusing on specific tasks, equipment, technology, workspace do’s and don’ts, and company culture. Engage current employees by involving them in onboarding to ensure new hires acclimate quickly and effectively.

For more on developing a robust onboarding strategy, check out these resources:

• Design Employee Onboarding Process
• Onboarding: Why Involving Current Employees is a Must
• Teeing off right: Onboarding Strategies for golf course success

Encouraging Industry Engagement

You don’t need to be Google or Apple to create an impactful talent development program. Leveraging industry-specific resources can be just as effective in cultivating a knowledgeable, engaged, and motivated workforce.

Encourage your team to engage with industry meetings, webinars, and podcasts, which are rich with insights, best practices, and the latest trends. For example:

• Golf Course Superintendents Association of America (GCSAA)
• United States Golf Association (USGA)

Niche podcasts offer different perspectives on similar themes. Here are a few favorites:

• Leadership on the Links
• Earthworks Podcast
• Turf Today
• USGA Green Section

By tapping into these resources, you foster a culture of continuous learning and connect your employees with a broader professional community.

Establishing Mentorship Programs

Create formal mentorship programs where experienced staff mentor junior employees. This not only transfers knowledge and confidence but also fosters collaboration and professional growth.

The trickle-down effect of internal team development creates a virtuous cycle within your organization, where benefits at each level reinforce and amplify each other, leading to sustained growth and success.

Patrick Michener, Golf Course Superintendent at Bidermann Golf Club in Wilmington, Delaware, developed an apprenticeship program to complement the traditional management structure, aiming to improve recruitment and retention. Instead of constantly rotating and retraining new staff, Patrick focused on internal talent development, ensuring that new hires had a clear path for growth within the club.

Today, the team at Bidermann is progressing, whether working toward a degree or certification or advancing to the next position on the ladder. The result is a more consistent, skilled workforce.

Leveraging Industry Partnerships

Industry partnerships are crucial in workforce development. Collaborations with educational institutions, for example, can connect organizations with students and recent graduates trained specifically to meet industry needs.

NYSTA sponsors a greenskeeper and equipment technician apprenticeship program alongside SUNY-Delhi. Ryan Bain, Assistant Superintendent at Noyac Golf Club, was the first apprentice in the program. With the support of industry partners like NYSTA and SUNY-Delhi, he fast-tracked his growth into a managerial position.

What makes such programs enticing is that they provide aspiring leaders with the opportunity to understand the “how” and “why” behind their work. Ryan gained hands-on experience at a golf course, coupled with the education needed to put his work into perspective.

Work with key influencers and relationships such as suppliers to provide industry-specific education through conferences, workshops, and networking events. These platforms allow employees to connect with peers, develop support networks, share knowledge, and learn about the latest industry trends.

Numerous industry partners support continued education events, covering topics from career development and team building to product-specific training. This access to new ideas, technologies, and best practices enhances your team’s competitiveness in the marketplace.

Remember, the continuous development of your team is not just about addressing current gaps but about preparing your organization for future challenges. By embedding training and development into the fabric of your daily operations, you create a culture of growth that benefits every level of your organization.

If you’re in need of further insight and best practices, set up a FREE Talent Strategy Call with our team.

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About The Author

Tyler Bloom is the founder of Bloom Golf Partners. A former golf course superintendent and turf professional, Tyler’s love of all things golf began at the age of six when he stepped onto the course for the first time.

Tyler has an Executive Certifacte in Talent Acquisition fro Cornell University and a degree in Turfgrass Science from Penn State University. With 20 years of experience in the golf and turfgrass industry, Tyler has worked directly with reputable club leaders at some of the most prestigious clubs to place over 300 professionals in executive and management level positions throughout the United States.

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Are you ready to build a top-performing team that drives results? Our proven framework, methodologies, and implementation is based on our personal track record of developing world-class teams. In addition to talent acquisition, we provide leadership development and ongoing consultative services for the golf course and club industry. Our team has personally coached and mentored dozens of future golf course superintendents across the United States. 

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FOR IMMEDIATE RELEASE

An important new workforce development program designed to train and prepare workers for careers in golf course maintenance has been approved by the United States Department of Labor. 

The Greenskeeper II Apprenticeship Program sponsored by Bloom Golf Partners and now officially recognized by the United States Department of Labor Office of Apprenticeship, establishes national standards for training nationwide and promises to help meet demand for qualified golf/turf managers in the future.

“Our national apprenticeship program will be crucial for the golf course maintenance profession because it will provide standardized training, ensuring that aspiring superintendents receive consistent education and skill development regardless of their location,” said Tyler Bloom. “This new program will elevate the professionalism of the field, attract more talent, and ultimately improve the quality of golf course management nationwide.” 

The primary purpose of the program is to establish federally recognized standards for training to ensure that the industry can attract and develop the workforce it needs. The new standards promise to grow the pool of well-trained and qualified candidates for jobs in the industry.

The program will include 4,000 hours of on the job training, and related instruction being delivered online through a number of partnerships with university turf programs nationwide. 

Why does it matter? The shortfall of good employees has become a serious issue for the business. According to the 2024 Golf Course Superintendent Employment Trends Survey, 75 percent of respondents reported it was extremely difficult to fill specialized, skilled positions.

“It has been very clear to me and our team through our own consulting and recruitment projects that apprenticeship programs attract more highly engaged and career-minded individuals in combination with being a more sustainable method to train and mentor future employees to fit company culture and needs.  This standardized training will help employers benchmark candidates’ capabilities more accurately, leading to better hiring decisions and career progression,” said Bloom. 

It also promises to boost employee retention dramatically. According to the U.S. Department of Labor, 92 percent of candidates retain employment after completing an apprenticeship program, reducing the costs of turnover. 

The official DOL status will also open the door to funding and resources from government agencies, industry associations, and private organizations. “Funding is widely available for additional support for apprenticeship training, equipment, and educational materials, we will methodically work to create a national network of connected businesses, golf industry and workforce development partners.”

The government-approved program also shines a spotlight on golf’s economic importance and its role in communities across the U.S. “This will help our advocacy efforts and, we hope, the wider awareness it creates will increase the number of women and minorities in turf management roles,” said Bloom. 

From a candidate’s perspective, a nationally sponsored apprenticeship program for golf course superintendents will be incredibly important. “Standardized training ensures that all candidates, regardless of their background or prior experience, have access to the advanced educational resources and opportunities for skill development, creating a level playing field for all applicants,” said Bloom. “They’ll also have networking opportunities designed to help candidates from diverse backgrounds connect with individuals who can offer guidance, support, and career opportunities.”

Bloom created a similar program as a Golf Course Superintendent during his time at Sparrows Point Country Club in Baltimore, Maryland from 2014-2020, has been working with dozens of employers on an individual basis, and assisted in building a statewide program in New York with the New York State Turfgrass Association.  

Several golf course superintendent chapters have already reached out to adopt the program and he expects many more associations and golf facilities to jump on board now that the program is federally recognized. “We’ve been working towards something like this going back to my days as a golf course superintendent in Maryland. This is a very rewarding moment for us and, I hope, an important step forward for the golf course industry.” 

If you’d like to learn more about the program, features and benefits, set up a FREE Talent Strategy Call with our team.

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About the Author

Tyler Bloom is the founder of Bloom Golf Partners. A former golf course superintendent and turf professional, Tyler’s love of all things golf began at the age of six when he stepped onto the course for the first time.

Tyler has an Executive Certifacte in Talent Acquisition fro Cornell University and a degree in Turfgrass Science from Penn State University. With 20 years of experience in the golf and turfgrass industry, Tyler has worked directly with reputable club leaders at some of the most prestigious clubs to place over 300 professionals in executive and management level positions throughout the United States.

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Are you ready to build a top-performing team that drives results? Our proven framework, methodologies, and implementation is based on our personal track record of developing world-class teams. In addition to talent acquisition, we provide leadership development and ongoing consultative services for the golf course and club industry. Our team has personally coached and mentored dozens of future golf course superintendents across the United States. 

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By Mitch Rupert, Communications Manager for Bloom Golf Partners

Interviewing for a job can be an uncomfortable process. It’s no fun sitting under the spotlight like some kind of 1950s film noir interrogation scene. It can be anxiety-inducing, and it can feel like everything you say is being dissected like a frog in middle school biology class.

However, there are ways to combat these feelings, and one of the most effective is preparation. In my role with Bloom Golf Partners, I conduct dozens of job interviews every month, seeking employees who will help clubs move the needle. I see a wide range of preparation levels, from candidates who don’t even know what club they’re interviewing with, to those who might know more about the club than I do.

From a purely subjective point of view, there’s a direct correlation between preparation and the effectiveness of the interview. This doesn’t mean that being prepared guarantees you the job. But think of it like this: When was the last time Kansas City Chiefs head coach Andy Reid went into a game without knowing which route combinations would confuse the defense? Preparation doesn’t guarantee success, but it puts you in a better position to succeed.

And that’s what preparation is: giving yourself the best possible chance to succeed—or in this case, to land the job. Here are some key ways to prepare for your next interview:

Study the Club

If you’re applying for a position at a particular club, there’s likely a reason it caught your attention. Maybe it’s the location, an improvement in title, or a supervisor you want to work with. Regardless of the reason, it’s crucial to be prepared for what you’re getting into. Take the time to understand the club’s demographics and the amount of use the golf course gets. Is it a 15,000-rounds-a-year facility, or a 40,000-rounds-a-year one? That number alone can tell you a lot about the working conditions. Is the maintenance work precise but rushed? Or is there ample time to complete daily tasks before the first tee time? By researching these topics and what matters most to you, you can either gather the information you need or formulate questions to ask during the interview.

Get to Know Your Direct Supervisors

Know who you’ll be working for and with. Social media is a valuable tool for learning about potential supervisors and colleagues. LinkedIn, for example, can show you their background and previous facilities, giving you insight into the conditions they’re striving for at their current club. Remember, a new job isn’t just about a new facility or title; it’s also about a new team. It’s important to understand who you’ll be working with, their expectations, and how you’ll fit into the team culturally. These are things you can assess by reviewing social media profiles and asking questions during the interview.

Know Which Aspects of Your Skills to Highlight

As the late, great John Wooden once said, “Do not let what you cannot do interfere with what you can do.” As an interviewer, I want you to highlight the skills you’ll bring to the team. I’m looking for reasons to hire you, not to disqualify you. So, know thyself. Take an honest, introspective look at what you do well, and highlight those areas. At the same time, don’t be afraid to acknowledge areas where you need more experience or training. A self-aware candidate willing to improve while excelling in their strengths is a strong candidate.

Prepare Questions to Ask

Remember, during an interview, you’re not the only one being assessed. You need to ensure the facility and team are the right fit for what you’re seeking in your next position. Come prepared with questions about the role, operation, facility, financial stability, resources, or whatever factors are most important to you. A good job description may answer many of these questions, but not all positions come with detailed descriptions. Be ready to ask your own questions to fill in the gaps.t the position is to you. It might be that little edge which separates you from another candidate.

If you’re in need of further insight and best practices, set up a FREE Talent Strategy Call with our team.

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About The Author

Mitch Rupert joined our firm in July 2021. He facilitates candidate communication, interviews and due diligence reports. In addition, Mitch assists with outreach and digital content. Mitch boasts an impressive tenure of over two decades in sports journalism. His dedication, detailed orientation, and passion for helping others has been instrumental in TBC’s exponential growth over the past two years. Mitch also nurtures and maintains strong relationships with candidates, and is a resource to improve your interviewing skill set.

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Are you ready to build a top-performing team that drives results? Our proven framework, methodologies, and implementation is based on our personal track record of developing world-class teams. In addition to talent acquisition, we provide leadership development and ongoing consultative services for the golf course and club industry. Our team has personally coached and mentored dozens of future golf course superintendents across the United States. 

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I sat in a team development and networking session, and immediately could cut the tension in the air.  Team members felt the exercise was forced and insincere by a well-intentioned leader.

While a good attempt to motivate and inspire team members, I quickly realized the group was becoming more resistant, disengaged and cynical about the efforts, making it even harder to build trust and collaboration.

Team building is often treated like a checkbox—something we do once in a while to feel good about collaboration, but then quickly move on from. 

The biggest issue with this approach? A lack of genuine engagement and follow-through. If we want team building to be more than just a temporary morale boost, we need to rethink how we approach it.

Too often, team-building activities are seen as one-off events and surface-level engagement, designed to create temporary camaraderie without any real lasting impact. This mindset leads to several challenges:

• Superficial outcomes: The feel-good vibes from a fun day out don’t last if they’re not backed by meaningful changes in how the team operates. Without a commitment to applying what’s learned, any positive effects quickly fade away.
• Misalignment with team needs: When activities aren’t tailored to the specific challenges a team faces, they can feel irrelevant or, worse, counterproductive. A one-size-fits-all approach doesn’t work in team building.

So, how do we turn team building from a superficial exercise into a powerful tool for enhancing team dynamics? Here’s a roadmap:

Start by pinpointing the specific issues your team is facing. Is it communication? Trust? Engagement? Whatever the challenge, design your activities to directly address these needs.

Make sure everyone knows why they’re participating in these activities and how it connects to the broader goals of the team and organization.

Team building should be part of the daily workflow, not just a yearly event. Regular check-ins and follow-ups can help reinforce the lessons learned and integrate them into daily interactions.

Make team-building principles a core part of your team’s culture. Trust, communication, and collaboration should be ongoing priorities.

Keep in mind that every team is different. Customize your activities to fit the specific dynamics of your team, considering factors like size, diversity, and work environment. Get your team involved in the planning process. This ensures that activities are relevant and resonate with them, increasing buy-in.

Here are a few strategies to increase genuine engagement into team building:

• Make activities meaningful: Choose activities that are not only enjoyable but also meaningful. They should have a real impact on improving team dynamics and be directly related to the challenges your team is facing.
• Encourage voluntary participation: Don’t force participation. Create a safe and open environment where team members feel comfortable engaging.

• Lead by example: Leaders should be actively involved in team-building activities, demonstrating the importance of team cohesion through their actions.
• Provide ongoing support: Support doesn’t end after the activity. Provide continued resources, coaching, and follow-up sessions to keep the momentum going.

• Conduct debriefs: After each activity, hold debriefing sessions to discuss what was learned and how the team can apply these insights. This reflection is key to making team building effective.
• Monitor progress: Keep an eye on how team dynamics evolve after the activities. Use feedback and observations to make necessary adjustments.

Effective team building isn’t just about having a good time—it’s about creating accountability and lasting change in how your team operates. Designate someone to oversee the implementation of these goals and ensure that the team stays committed.

By focusing on genuine engagement, continuous effort, and clear objectives, you can transform team-building activities from superficial exercises into powerful tools for improving collaboration, trust, and performance. 

Remember, the key is to keep it real, keep it relevant, and most importantly, keep it going. It’s essential to market yourself professionally and share your achievements and goals..

If you’re in need of further insight and best practices, set up a FREE Talent Strategy Call with our team.

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About the Author

Tyler Bloom is the founder of Bloom Golf Partners. A former golf course superintendent and turf professional, Tyler’s love of all things golf began at the age of six when he stepped onto the course for the first time.

Tyler has an Executive Certifacte in Talent Acquisition fro Cornell University and a degree in Turfgrass Science from Penn State University. With 20 years of experience in the golf and turfgrass industry, Tyler has worked directly with reputable club leaders at some of the most prestigious clubs to place over 300 professionals in executive and management level positions throughout the United States.

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Are you ready to build a top-performing team that drives results? Our proven framework, methodologies, and implementation is based on our personal track record of developing world-class teams. In addition to talent acquisition, we provide leadership development and ongoing consultative services for the golf course and club industry. Our team has personally coached and mentored dozens of future golf course superintendents across the United States. 

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I had just pulled into the driveway of my in-laws on Mother’s Day 2015 when I received an email notification from a Board member. Given the progress our team had made in less than a year on the job and a recent joint Golf/Green Committee meeting, I suspected it was a vote of confidence.

Within two sentences, a few off-hand comments, and a few exclamation points, I got my first scathing email from a Board member. The email centered around golf course conditions: I had done too good a job growing the rough to U.S. Open conditions, the greens and bunkers were too firm, and pin positions felt like it was Masters Sunday.

I forwarded the email to our General Manager and Green Chair to seek guidance.

Mind you, we had set up several internal communication strategies, including a Twitter account, a golf course maintenance blog, and email blasts to communicate daily conditions to our members.

Through a series of conversations, the individual became more enlightened about the challenges within the golf course and our operations.

It was also a great self-reflection point to assess our strengths and weaknesses as an operation and recognize where we needed to improve. Most importantly, it was a good example of how effective communication, active listening, and collaboration can go a long way in building relationships and aligning member expectations to deliver great experiences.

As I say to many young and new superintendents, most individuals get themselves in trouble for not communicating rather than over-communicating.

When considering your communication programs, think about how you can change the minds of influential yet critical voices within your club. While you may not change everyone’s mind, you can influence the broader membership who might support your initiatives, like maintaining greens at an optimal speed for all members, increasing staffing, implementing native or environmental areas, or ways to improve the pace of play.

Understand what communication channels are appropriate for your specific club culture. A social media account may not be well received given the privacy and security concerns of club cultures.

Here are some tips and insights from highly accomplished superintendents to improve your communications and leverage networking effectively:

Communication Strategies

• Establish consistent communication with the Golf Shop: Leverage the golf shop as a conduit of information.
• Open Houses: Show members firsthand the conditions and needs of your maintenance facility. This can foster understanding and support for necessary upgrades and better working conditions.
• Member Surveys: Use surveys to understand member preferences and align your practices accordingly.
• Collaborate with marketing specialists: Many clubs now have marketing or communication specialists. Leverage their skills to enhance your communications, whether through polished brochures or engaging videos created using tools like Canva.
• Utilize blogs and visual content: Keep your communications concise. Use images and short captions to tell stories. For example, document the process of rebuilding a bunker, explaining the benefits and what members can expect to see.
• Short, targeted videos: These can effectively communicate key messages to decision-makers.

All the technology and communication channels that exist do not make up for the lack of visibility. Whether being at the first tee, knowing the tee sheet, periodically playing with various member groups, riding around the course with a General Manager or key stakeholder, being present during the golfing season is still one of the most important communication tactics.

Develop your communication skills and those of your internal management team to not only communicate course programs but actively seek feedback to address any potential gaps.

Clubs increasingly value good communicators who can effectively advocate for their programs. It’s essential to market yourself professionally and share your achievements and goals..

If you’re in need of further insight and best practices, set up a FREE Talent Strategy Call with our team.

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About the Author

Tyler Bloom is the founder of Bloom Golf Partners. A former golf course superintendent and turf professional, Tyler’s love of all things golf began at the age of six when he stepped onto the course for the first time.

Tyler has an Executive Certifacte in Talent Acquisition fro Cornell University and a degree in Turfgrass Science from Penn State University. With 20 years of experience in the golf and turfgrass industry, Tyler has worked directly with reputable club leaders at some of the most prestigious clubs to place over 300 professionals in executive and management level positions throughout the United States.

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Are you ready to build a top-performing team that drives results? Our proven framework, methodologies, and implementation is based on our personal track record of developing world-class teams. In addition to talent acquisition, we provide leadership development and ongoing consultative services for the golf course and club industry. Our team has personally coached and mentored dozens of future golf course superintendents across the United States. 

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“Self-inquiry and self-reflection are the most powerful tools one can use to build your leadership style.” – Paul MacCormack, Founder of Mindful Island Consulting

Most folks in our industry are tuned into the value of reflection and quiet moments. When people hear the word mindfulness, many people envision someone sitting in silent meditation (although it can). You can also try journaling, going for walks, or just sitting in silence after the day is done. The important thing is to carve out space for yourself each day.

In a recent episode of Leadership on the Links, Paul jokes that, in the second half of his career, he was able to get twice as much work done in half the time–all because he allows himself proper rest. He no longer wastes time at working when he’s being unproductive. 

Whether it is 10-minutes a day or an entire day off, taking time to self-reflect and meditate allows for greater creativity and problem-solving.

The more mindful you become, the more you’ll start to recognize patterns in your life. You’ll notice idiosyncrasies in yourself and better emphasize with others. You’ll also get to know where your limits are, so you know when to push and when to pull back.

Here are a few benefits of adopting a more intentional meditation practice: 

• Patience. Like learning any new skill, repetition is your key to success. When we begin to practice a new skill, it takes dedication. With this intention, we naturally develop deeper patience.
• Flow. Deliberately making space for quiet time translates into more natural flow in your daily life. Things just seem to move at a different speed. The funny thing is that you still accomplish just as much (if not more) than you ever did before.
• Opinions. You discover that they matter far less than ever before (especially your own). You will begin to spend more time listening and you come to realize that most opinions are just that, opinions.
• Clarity. Seeing things with more clarity is always helpful. Situations which seemed huge before, take on far less urgency when you practice meditation.
• Ease. Similar to flow, life takes on a sense of ease. This doesn’t mean that life gets “easier”; it actually doesn’t change the regular comings and goings one bit. What it does change is your relationship with them.
• Blind Spots. By practicing meditation regularly, one is better able to see the defaults and blind spots that hamper us on a daily basis. When we can recognize our less desirable habits and apply a touch of self-compassion then we can work with them in a positive way.

For more insights and tips, please check out Paul’s information at https://www.mindfulisle.com/

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About the Author

Paul MacCormack is the founder of Mindful Island Consulting, and has been part of the global turf family for almost 25 years. Working his way through the ranks as Greenskeeper, Assistant Superintendent, Superintendent & General Manager has shown him the ups and downs of this industry. His career has given him a unique perspective on what it means to be a Mindful Super and has inspired him to share it with the industry as a whole. 

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