ASSISTANT'S VIEW: Employee management

I would always listen to golf course superintendents and assistants talk about their personal experiences with golf course maintenance crews. Honestly, I never thought it would be that difficult of a job.

I believed transitioning to an assistant superintendent after college would require me to be mostly a turfgrass manager. I was wrong. I didn’t take long for me to realize I had a lot to learn about employee management, a skill not taught in college. Since I’ve become an assistant, employee management has become one of my top priorities.

I’d like to share three strategies that I’ve found success in when managing my crew.

My first strategy is to cross train all employees. Everyone receives an opportunity to learn how to operate all golf course equipment. A common practice among many assistants is to keep the veteran employees on the equipment and assign all of the new employees to the labor-intensive tasks. Yes, everyone has to earn their spot into a better position, but don’t overlook the benefits of making sure new employes are proficient in operating all of your course’s equipment. Remember, there is the chance a new employee can be just as skilled, or even better, than those workers who have been with you for some time. By cross training I ensure I always have someone in my lineup who will be ready for the next available position.

Another strategy I’ve found success with is assigning greater responsibilities. Many employees believe they are required to start work in the morning and stop when it is time to go home. Providing the workers you’re responsible for with a wide and varied array of responsibilities keeps them motivated. It’s important for them to understand that there are very high expectations on a golf course. Most will appreciate the fact that you believe in them and their abilities.

Finally, if avoidable, do not terminate anyone on your crew. I know this sounds like an impossible task. Some managers will terminate an employee after their first mistake. Yes, assistants and superintendents are responsible for answering to their superiors when something goes wrong on the course, but we are professionals and should expect accidents to happen. Terminating an employee after their first mistake means you’ll spend a lot of your time hiring new employees. The hiring and training process is a cost- and time-intensive process. Be a professional and show a problem employee what he did wrong and what he can do to avoid making the same mistake in the future. Retain your employees and let them grow professionally because in the long run everyone benefits. And if you must terminate an employee, do so according to the steps as outlined in your golf course’s employee handbook.

If you have recently made the transition from student to assistant superintendent, then you will soon figure out that employee management is a lot different than managing turf. While you may develop your own guidelines, I’ve found that cross training all your employees, giving them greater responsibilities, and committing to employee development rather than termination are three practical and worthwhile strategies.

The most important lesson for any new assistant superintendent, though, is to be a professional when dealing with members of your crew. It’s through your leadership and example that your workers will prosper.

Juan Carlos Zamarripa has served for two years as assistant superintendent at RedStick Golf Club in Vero Beach, Fla. Zamarripa can be reached at zamarripajc@hotmail.com.