I was recently engaged with a candidate, who was pursuing another opportunity less than three months after accepting another position. I cautioned the individual about the pitfalls and the perception from potential employers on “job hopping”.
As we dug in a little deeper into the reasons why he wanted to leave his current employer, to my surprise nothing was related to compensation, career progression or responsibilities. It centered around a lack of respect from his supervisor, and how that trickled down throughout the staff.
It’s no surprise given in our recent national study, 2025 Workforce Trends in Golf, the top reason employees leave their jobs is disrespect from a manager. Close behind were workplace safety concerns and disrespect from coworkers, highlighting the critical role that leadership and workplace culture play in employee retention.
When employees feel undervalued, dismissed, or disrespected, the highly interactive nature of the workplace magnifies these feelings, leading to frustration and dissatisfaction.
This issue is especially pronounced in golf course operations, where interpersonal dynamics play a vital role in day-to-day activities and the overall workplace experience.
The seasonal nature of golf courses often results in a mix of permanent staff and short-term hires. Temporary employees may feel undervalued or excluded, particularly if managers prioritize efficiency over workplace culture or fail to integrate new hires properly.
- Traditional hierarchies and leadership styles
Golf courses often operate under traditional management structures, where department heads oversee distinct teams. When communication is poor or feedback is delivered unprofessionally, employees can feel disrespected or overlooked, diminishing morale and trust in leadership. - High expectations for service delivery
Golf course employees are expected to uphold impeccable standards in customer service and operations. However, when leadership or colleagues fail to mirror this professionalism internally, it creates a disconnect between expectations and reality, eroding the employee experience. - Inadequate onboarding and training
Many golf course roles are fast-paced and require employees to “hit the ground running.” Without proper training or a culture of support and respect, new hires may feel underappreciated and disrespected, especially when mistakes occur. - Generational workplace expectations
Younger generations entering the workforce prioritize respectful, inclusive, and supportive environments. Golf course operations that fail to align with these expectations risk alienating potential long-term employees and perpetuating high turnover rates.
A workplace culture that lacks respect can have wide-reaching consequences beyond employee satisfaction. High turnover disrupts team cohesion, increases recruitment costs, and reduces operational efficiency. Additionally, it damages the golf industry’s ability to attract and retain skilled talent, particularly in an era where employees have greater flexibility to pursue careers aligned with their values.
Solutions for Building a Respectful Workplace
To address this issue, golf course operators can implement strategies to foster respect and professionalism, including:
- Leadership training: Equip managers with the skills to communicate respectfully, provide constructive feedback, emotional intelligence and create a supportive work environment.
- Onboarding programs: Implement comprehensive onboarding processes that set clear expectations and demonstrate a commitment to employee success.
- Team building initiatives: Foster an inclusive and collaborative culture that values every employee, regardless of their role or tenure.
- Recognition and feedback systems: Develop systems to recognize employee contributions, provide ongoing feedback, and ensure employees feel heard and valued.
By prioritizing respect as a cornerstone of workplace culture, golf course operations can significantly reduce turnover, improve team cohesion, and position themselves as desirable employers in a competitive labor market.
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.
