When it comes to building a crew, superintendents are learning that beggars no longer can be choosers.
With a few exceptions, superintendents have found out the hard way that people no longer embrace the long hours and hard work required to manage a golf course like they once did. And of those who do, there are more than a few who fail to respect the clock. Tardiness, once a fireable offense, has to be tolerated to a degree.
In a perfect world, Chad Brown, superintendent at Norfolk Golf Club in Westwood, Massachusetts, would carry at least a dozen people on his staff throughout the golf season, about 75 percent of which would be seasonal, part-time help. Times are anything but perfect.
Brown has been on the job at Norfolk for less than two months, but knows the course inside-out. A former assistant at Norfolk, Brown left in 2019 to accept his first head superintendent position and returned when his former mentor, Jon Zolkowski, resigned earlier this year.
Like everyone, he is running a little short on seasonal staff this year, a trend that is all but guaranteed to continue at least until the school year in Westwood ends . . . June 22. Locals still in high school and college are limited to weekend work.
"Everyone is having issues," Brown said. "We are no exception to that. Our weekend staff goes above and beyond, but they're still in school. Fortunately, we've had enough staff come back from last year."
"We are 20 minutes south of Boston. What we tend to see are kids back home from school who live within a few miles. They know us because they've driven by us 100 times."
You know the business has changed when a superintendent sheds light on the fact that a teenager might be the oldest person on the staff, full-time employees not withstanding.
As it stands, Brown values work ethic and character much more than experience, or even interest, in golf.
"We had three people return from last year, and two are just weekend help, which I'll take," Brown said. "I'll take some new hires. I'll hire friends of good employees. If you have friends with a good work ethic, we're always hiring. That seems to have worked out well. The good employees we have get the program, and they understand what we need. They don't ever recommend anyone they don't feel is up to the job. We do have some bumps, because in the end these are kids.
"We deal with the same issues everyone else does: attendance, tardiness. It still takes work to get to the point where we're all on the same page."
In hopes of improving his recruiting success, Brown plans to cross-train his staff. He figures doing so can help maximize efficiency and prevent the staff from getting bored and perhaps leaving for another golf course or leaving the industry altogether.
"Training is different for every employee, because they come in with a different level of knowledge of the game," Brown said. "They learn the layout the first week and get comfortable on the property. Then they move on to odd jobs, raking bunkers. It's about exposure to the golf course and learning attention to detail. They have to learn that every job is important, because we are judged by our members and guests on our worst attributes. If our greens are great, but the bunkers are poorly maintained, that is what we are going to be judged on that day."
The golf course is unable to match the local fast food industry, which pays new hires a few dollars more than Massachusetts' $14.25 minimum wage. What he cannot offer in pay, Brown tries to make up for in scheduling.
"We recognize with prospective employees that we can't compete with the restaurant down the street. When they have zero experience we can't justify spending $18 an hour, but we promise everyone I hire to give them raises not based on longevity, but on the skills they learn," Brown said. "Dunkin' Donuts and McDonald's do offer more, but we offer a consistent schedule with available overtime. Our goal is to get employees to $16 an hour by the end of their first summer. They offer $3 or $4 an hour more, but you'll never get more than 30 hours, and you might be opening one day and closing the next. We're here from 6 (a.m.) to 2 (p.ml.) daily, and weekends we are here from 6 to 9 for a quick mow-and-go, and we go home. . I feel like we provide a fun and rewarding environment, and financially we put employees in a better position."