Federal Approval Paves the Way for National Golf/Turf Apprenticeship

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.

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.

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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How to Create Genuine Engagement in Team Building

Silhouette Photography of Group of People Jumping during Golden Time

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.

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.

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. 

Book a Talent Strategy Call