Attracting and retaining talent continues to be a defining issue for private clubs. Today’s labor market is competitive, but the challenge runs deeper than hiring. In our recent 2025 Workforce Trends in Golf Study, 38 percent of working Americans view golf clubs as offering a strong career pathway.
Building systems that support long-term staff engagement, development and performance, particularly in a service-based industry where culture is the differentiator.
In my previous role as director of human resources at two nationally recognized private clubs, I had the privilege of seeing how truly exceptional leadership teams embrace that challenge and place nurturing talent at the core of their strategy.
These initiatives weren’t standalone efforts—they were embedded into the club’s broader strategic plans and backed by leadership at the highest level.
Human capital was treated as a core asset, on par with course conditioning, capital improvements or member amenities. That meant allocating resources to support professional development, internal advancement opportunities and staff well-being programs wasn’t a reactive measure but a proactive investment.
Additionally, these weren’t just nice ideas; they were written commitments, agreed upon by both the leadership team and the board, and that made all the difference. When the board and leadership are aligned on the value of great staff, long-term investment in talent becomes a shared priority, not a hard sell.
So, what exactly are top-tier clubs doing to set themselves apart and build exceptional teams?
Talent Development is a Strategic Priority
Top clubs back their commitment to professional development with action. Staff training programs are not one-off workshops but structured pathways to grow leadership and technical skills. Additionally, high performers are recognized, and internal promotions are priorities, which set a clear message that says “we believe in you”.
This reduces turnover and builds institutional knowledge, both of which directly impact service quality.
High Standards Define the Culture
Successful clubs define what it means to work there. Which behaviors reflect the culture and which don’t. Performance reviews take into account the core values and how they are lived each day by the leaders and staff. But here’s the most important part: accountability. Proactive clubs protect their culture by holding everyone to the same high standards, and coaching those who don’t meet those standards either up or out.
Boards play a role by ensuring those standards are embedded in governance, not just management practices. This alignment supports consistency from the boardroom to the back-of-house.
Leaders Listen Deeply and Often
Top clubs know that the leadership doesn’t hold all the answers. Clubs that excel in retention seek input at all levels of the organization. Annual engagement surveys, pulse checks, exit interviews and “stay” interviews are all tools used to gather insights from dishwashers to directors.
The ideas that come back are golden and produce a fertile environment for positive change.
Feedback Sparks Real Change
When the best clubs ask the questions, they are also prepared to respond. Some implement parental leave policies or tuition assistance based directly on feedback. Others adjust scheduling practices or refine onboarding programs. Even in cases where requests can’t be granted, strong clubs maintain transparency and explain the rationale behind decisions.
This transparency builds organizational trust, which research consistently ties to improved retention and performance.
Communication is Cultural Glue
Communication is the thread that ties everything together, and in many ways, it’s the root of both success and failure when building a strong team culture. The best clubs don’t just keep the lines of communication open, they make sure every message is meaningful, timely, and relevant.
A new benefit being rolled out deserves a direct and thoughtful explanation to the service team, but a change in membership categories does not. Although important, it won’t resonate the same way. Staff need to understand both what they’re being told and why.
True open-door policies remove barriers and foster psychological safety. When employees know they can talk to someone they trust without jumping through hoops, issues get addressed early, not after they’ve grown.
Final takeaway
The best private clubs don’t leave their culture to chance—they build it strategically with intention. They invest in their people, set clear expectations, actively listen (and respond), communicate with purpose, and create environments where employees feel safe, valued, and empowered.
Clubs and boards that make these five practices part of their club’s strategic framework will not only attract top talent but also create a workplace people are proud to be part of.
Boardroom Briefs – May 2025
About The Author
Rachel Ridgeway, SHRM-CP is a search executive & HR consultant at Bloom Golf Partners.
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.