As the busy golf season fades and the quieter winter months begin, many clubs and resorts face familiar challenges around staffing.
Managing a seasonal business requires careful planning to maintain operational efficiency while ensuring staff motivation and morale remains high.
To explore the practical ways clubs are handling this balance, we spoke with two PGA Members who manage highly seasonal operations – David Scott, General Manager at Dumbarnie Links, and Gary Silcock, General Manager at Murrayshall Country Estate.
What steps do you take when demand drops in the winter but you still have permanent staff on the books?
DS: We only open for seven months but keep our core team on for 12. Some full-time staff have annualised hours, so they can get extra time off in the winter.
GS: Winter is just as busy – we have fewer staff, so there's more work to do. Our greenkeeping team focus on course improvements and project work, while the retail team work on reducing stock holding. Winter is also when green fee bookings need to be pushed.
How do you keep staff motivated and engaged during quieter months?
DS: As we close for five months in the winter, full-time staff have the opportunity to take a lot of holidays and time back during that period.
GS: We've set up an indoor simulator, which helps with both golf and club sales. Training is made possible in between holidays being taken.
What training or upskilling do you offer in this period?
DS: In February and March, our core team go through training to upskill themselves, while also attending mandatory first aid and fire training courses.
GS: We provide CMAE training, food and beverage, and other professional development opportunities.
How do you balance the need to reduce costs with the importance of retaining good people year-round?
DS: We're fortunate to have a great Board of Directors with the same mindset as myself. To provide a very high level of service, you have to have a great team who, in turn, deliver consistently. They understand that employing the right personnel costs money, but the returns are worth the investment.
GS: You have to look at the business as a 12-month operation, not just month by month. That said, the summer months need to produce more profit to balance out the slower winter period.
What lessons have you learned about staff retention that could help other seasonal clubs?
DS: Respect and appreciate the great job your team does. Offer free golf after a set number of working hours, and provide free soup and coffee on their breaks. We hire an ice cream van for a lunchtime when the forecast is hot, giving greenkeepers and clubhouse staff free ice cream. We give every team member a free meal for their birthday, and run a big staff party at the end of the season, with a two-course meal, wine and beers on the table.
GS: Be flexible but remember it's a two-way street. We've trialled four-day weeks for full-time staff, and this is ongoing. We believe we can achieve productivity gains for the business and great benefits for the team members.
If you could make one change at an industry level to help clubs cope with seasonal staffing, what would it be?
DS: Incentivise existing staff with a financial reward to bring friends into the team. Offer a bonus to returning staff who rejoin the following season.
GS: If every golf club had a minimum membership fee to pay, clubs could be run better. There would still be those with higher subs, but every club needs around £1 million a year to operate. Wages and training could then improve. Change to the minimum wage has been good for staff, but revenue hasn't grown because golfers' subs haven't increased in line with costs. Too many clubs still think cheap is good, which affects professional standards and recruitment.
