During a bad economy, survival instincts dictate that the employed hunker down job-wise and wait out the downturn. I suggest otherwise because virtually every golf course superintendent’s compensation package will be re-evaluated every coming budget cycle where the “cost of employment” will consistently be given a higher priority than the quality of the job done.

Consequently, it behooves all currently employed superintendents to stay mentally involved within the job market. This does not suggest, however, that presently employed superintendents commit to an immediate job search. Rather, I am suggesting that golf course superintendents scrutinize meaningful job opportunities as they arise with resume, web site and family planning ready to respond where appropriate. Never assume job security when there are so many variables involved.

New Job Approach

Furthermore, I am not proposing that every vacant job will offer better job security than a present job; i.e., not even close. However, I am suggesting that proper due diligence will confirm that the majority of job vacancies do potentially present better job security. Accordingly, superintendents should quality-test the more inviting job openings by applying the following due diligence check-list:

Discreetly talk to the outgoing superintendent, regional sales reps and fellow superintendents to measure job attributes; i.e., is the general manager fair and trustworthy; does the command structure offer the superintendent the comfortable opportunity to report and be heard; does budget funding correlate with job expectancies; does the administration respect the work and person of the golf course superintendent; and finally – plain and simply – would this be a good place to work?

If the feedback from the above due diligence inquiries is encouraging, apply for the job and give it your best shot because it is highly likely that your next job  – once properly vetted – will bring you and your family peace of mind and better job security.

Why do I say this? Because all the testy issues inherently present within a current job will have been mutually resolved going into a new job; for example: starting and future salary/compensation, fringe benefit and job description issues would/should have been mutually agreed to. Always be mindful that a proven fair-minded superintendent can often write his/her own ticket on the way into a job – in any economy.

The Ultimate Issue

What about the ultimate issue of multi-year written contracts? The truth of the matter is that superintendents with multi-year written contracts should not change jobs unless a new job matches this level of job security. Then, those presently working without written contracts are free to pursue new jobs – with a written contract or not – based on the results of their due diligence homework.

Confidentiality

Next week’s blog message will directly address the one issue that discourages more job seeking than any other; i.e., job application “confidentiality”. Stay tuned.