The Best andBrightest AvailableHiring the right superintendent to fill anopen position takes time and effort.BY PAUL VERMEULEN

One should never take the duties andresponsibilities of a golf course super-

intendent lightly. To put things in per-spective, putting green maintenance is the mostsophisticated form of agriculture and requiresequal parts of art and science to produce the highquality playing surface so often demanded byto day's golfers. Thus, when a superintendentvacancy arises due to retirement or other circum-stance, a selection committee should focus onhiring the best and brightest available.

Make no mistake. Finding good candidateswith the kind of well-rounded credentials neededto be a golf course superintendent is a true chal-lenge. To be successful, the right candidates must

possess an in-depth knowledge of agronomy andthe game of golf, have expert managerial andcommunication skills, and be keenly aware ofenvironmental issues that challenge our modernsociety.

To date, the subject of hiring a golf coursesuperintendent has received little attention in theglossy pages of most professional magazines. Thereason could be that writing about job turnover isa delicate topic that makes authors uncomfortable,or simply that superintendents are largely takenfor granted and most course officials assume thateager candidates will be just outside the doorwaiting to step in. Whether apprehension orapathy, the truth is that nothing gets done on a

Candidates for asuperintendent positionmust have proficientadministrative abilitiesin addition to a widerange of skills to keepthe maintenancedepartment runningsmoothly and withinbudget.

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Superintendentcandidates withextensive constructionexperience may meritspecial consideration inthe interview processwhen the golf courserequires majorimprovements in theforeseeable future.

golf course without people, and nothing getsdone well without capable leadership from thesuperintendent.

Hiring a new golf course superintendentessentially involves attracting, identifying, andevaluating qualified candidates.The problemsfaced by ad hoc selection committees, however,are that they have (1) little technical knowledgeregarding course management, (2) limited experi-ence administrating a rigorous hiring procedure,and (3) limited free time to spend sitting in longmeetings deciding whom to hire. It should not besurprising, then, that many course officials findsidestepping the process too tempting to ignore.

Probably the most common maneuver arounda comprehensive process for hiring a new super-intendent is to call well-known individuals in theturfgrass industry for a so-called "short list" of topcandidates. Realistically,however, no one indi-vidual can know all of the best candidates, norcan anyone know who may step forward if theopening is widely publicized. Thus, avoiding theresponsibility of conducting an all-inclusivesearch limits access to a larger pool of candidates,which subsequently can fail to bring forwardmany good candidates for an open position.Furthermore, discussions about unofficialcandidates from a short list can spark false rumorsof a superintendent's job dissatisfaction andunnecessarily endanger his/her current position.

Executive search firms can provide administra-tive assistancewith part of the hiring process,such as writing ajob description/posting, pre-liminary candidate screening, candidate recruiting,and conducting background checks. Keep inmind, however, that the role of such firms shouldbe to aid the open hiring process for the con-venience of a selection committee and not to actas an exclusive porthole through which a shortlist of candidates can be obtained. A directory ofsearch firms that have established a credible trackrecord is available from the GCSAA.

Given the pitfalls of seeking an easy resolutionfor employers and potential candidates alike, thebest course of action for selection committees isto use a hiring strategy that can maximize thelikelihood of success,keep people out of harm'sway,and convey the importance of the super-intendent's role in the game of golf.The approachpresented in this article is one that has workedwell for selection committees in the Mid-Continent Region. It's not intended to suggestthat it is an industry standard, because there isnone. Rather, it's an example of an objectiveprocess that can be used by selection committeesto identify good candidates.And, while thisarticle is directed at selection committees, it canalso be used as a guide for developing a successionplan by forward-thinking superintendents.

GETTING STARTEDEvery successful formula for hiring a professionalstaff member begins with an understanding ofhow that person contributes to the overalloperations of a facility.Few selection committeemembers have a clear understanding of a super-intendent's entire range of responsibilities, so thebest place to start the hiring process is to developa detailed job description for the position. To helpexpand the language of this document, a samplejob description is availablein the Career &Employment Services section of the Golf CourseSuperintendents Association of America's(GCSAA) Web site (www.gcsaa.org/career).

Developing a general understanding of a super-intendent's normal duties, members of a selectioncommittee will also be better prepared to write adetailed job posting, respond to questions aboutthe opening from interested candidates once it ispublished, and ask meaningful questions wheninterviewing final candidates. If a job descriptionis already being used for conducting annualperformance reviews, then it should be carefully

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Golf Course SuperintendentPrairie Fire Golf Club

Tallgrass, Illinois

Course Description: Prairie Fire Golf Club is a planned, IS-hole facilitythat will indulge golf enthusiasts from all over the United States. Designedwith 01' world links in mind, the course will be sited on 450 undisturbedacres of naturally occurring dunes in central Illinois. Sustainable maintenancestandards will be supported by a state-of-the-art infrastructure and anestimated $1.5 million annual budget. Pending superintendent selection, turfspecies establishment and construction details are yet to be determined.

Employment Compensation: A regionally competitive salary andbenefits package will be negotiated with the final candidate. The terms andconditions of employment shall be specified in a written agreement.

Preferred Qualifications:I.Twenty years of related experience, with ten years of experience as a

golf course superintendent.

2. Bachelor of Science degree in environmental and/or turfgrassrelated studies.

3. Direct experience with native landscapes, course construction,major tournament preparations, and cool-season turfgrassmanagement.

4.Accredited participation in GCSAA career development programs.5. Proficient oral and written communication skills.

Application Deadline: November Ist; position available immediately.

Contact Information: S'even Underpaar, President & CEOThe Turning Point Development Co.29 Halfway CircleGolf, Illinois SI855E-mail address:7under@TheTurn.net

reviewed during the first meeting of the selectioncommittee and updated, if necessary.

After penning a job description, the next step isto put together a salary and benefits package. Thisinformation is also needed to write a job posting,although exact details are not required for anadvertisement (see Figure 1), and to answerphone calls from would-be candidates who wantto learn more about the opportunity. Of specialimportance here is that the course's top officialsmust be in full agreement with the details of thepackage and, in particular, the maximum salaryfigure. If not, an awkward situation could developshould someone on the selection committee talkto a candidate about a higher salary figure thancan be offered. Basic information on salaries andbenefits is available in the Compensation andBentifits Report published by the GCSAA inLawrence, Kansas. At a cost of $400, this reportsummarizes local, state, and regional statisticsbased on a biennial survey of associationmembers.

When assembling a salary and benefits package,the committee should decide whether or not touse an employment contract. Typically, such adocument defines the terms and conditions ofemployment, compensation, and benefits; causesfor termination; and annual bonus criteria. Theadvantage of such a document is that it can beused in final negotiations as a show of good faithwith a top candidate concerned about employ-ment stability. A sample employment contract isalso available for public view in the Career &Employment Services section of the GCSAA'sWeb site. If using an employment contract is notpreferred, then a straightforward offer lettercovering the terms of employment should bedrafted for later use in the hiring process.

ATTRACTING CANDIDATESMter finalizing the preliminary documents,the next big task is to create an invitation that willattract interested candidates. This effort starts withwriting a detailed job posting that describes theposition, the course, employment compensation,preferred qualifications, application deadline, andcontact information. The goal is to write anadvertisement that will interest candidates withcredentials that match the position's responsi-bilities. This is accomplished by providing detailsabout the facility and stating the preferred qualifi-cations. For example, if the course has a highprofile in the community and requires a rigorous

Note:AII inquiries will be handled with stria confidentiality.

daily routine to maintain it in top condition, thenstating a preference for candidates with ten ormore years of experience may be entirely appro-priate. Absent details, the selection committeemay be inundated with resumes submitted byeveryone taking a blind shot at a once-in-a-lifetime opportunity.

Once the job posting has been suitably crafted,it is time to cast a wide net by getting it in frontof as many eyes as possible. This is done by run-ning an ad with the local and national superin-tendent associations, both of which charge a smallfee to cover expenses. Also, it is a good idea tocirculate the information among individuals whocan share it with interested parties. While it isinappropriate to contact people for a short listof names simply to avoid the responsibility ofconducting an objective candidate search, it is notinappropriate to request assistance with gainingthe attention of a superintendent who mighthave an interest in moving should the right

Figure I.When posting an adfor an open position,specific details shouldbe provided so as tocreate interestamong candidateswith credentialsmatching the job'sresponsibilities.

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opportunity arise. Lastly, selection committeemembers who believe they know a goodcandidate should contact that person directly, asopposed to involving the employer, to find outif he or she might have an interest in pursuingthe opening.

As a matter of procedure, upholding a firmpolicy of confidentiality is very important duringall stages of the hiring process. Without it, theselection committee can easily construct a barrierbetween themselves and many candidates whosefirst priority is to protect their current positionand avoid rumors of discontent. Understandably,when the time comes to check references overthe phone, maintaining absolute confidentiality isvirtually impossible; nonetheless, it is valuable forthe committee members to continue their trekalong high ground by using discretion regardingprivate conversations.

NARROWING THE FIELDEvery effort to publicize an available positionwill be rewarded with a significant number of

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resumes, especially if the position carries with itsome degree of professional prestige. Thus, it willbe necessary to reduce the candidate pool to tenor so applicants for potential interviews. Initially,the only logical method of narrowing the field ofcandidates is a careful review of the submittedresumes.

To ensure an objective resume review, a list ofselection criteria must be established. The majorcriteria that pertain to the superintendent's pro-fession include: level of formal education, years ofexperience, participation in continuing educationor certification programs, and regional expertise.Other criteria that may be helpful in sorting alarge group of resumes can include: environmentalleadership, service to professional organizations,golf knowledge, and unique experience(s), e.g.course construction, major tournament prepara-tions, etc. Whatever the circumstances, the goal isto tailor a list of criteria that is fair and balancedand to apply those criteria uniformly.

It is important to keep the applicant abreast ofhis/her status throughout the hiring process. This

is more than a simple matter of etiquette, as thesuperintendents' community can be exceptionallytight knit and the impolite handling of anyoneindividual can spawn legitimate concern among alarger group. To keep an applicant current, a shortletter should be mailed stating that the selectioncommittee has received the resume and that thecandidate will be contacted as each phase of thehiring process unfolds.

Once the selection committee has identifiedten or so leading candidates, the time has come topick up the phone and start making calls to

challenge is to identify who among them is bestsuited for the position. The key is to create a stageon which the final candidates will have an equalopportunity to showcase their abilities. To help setthe stage, a packet containing confidential infor-mation about the facility should be sent to eachfinalist. Such a packet should include the previousyear's maintenance budget with a line item break-down, the green committee's maintenance stan-dards, a master plan summary (if applicable), pastUSGA Turf Advisory Service reports (if available),soil and water test reports, and an employee

Whether the golfcourse is located in adensely populatedurban area or in a lesspopulated location ofthe country. greateremphasis is placedon environmentalissues and associatedmaintenance practices.Golf course superin-tendents with the skillsets to address theseissues have an addedadvantage whencompeting foravailable jobopenings.

whittle the list down to three or four for inter-views. The first calls should be made to theremaining candidates themselves. The threefoldaim of these conversations is to clarify informa-tion stated on the resume, gauge the candidate'strue level of interest in the position, and evaluategeneral competency. As a word of caution, tryto avoid reading too much between the lines. Itmay be difficult for some top candidates to fullyexpress themselves over the phone. The secondround of calls should be to references provided byeach candidate and to individuals who are knownto have working relationships with the candidates.

CONDUCTING INTERVIEWSWith the candidate pool whittled down to amanageable number to interview, the remaining

organizational chart that includes positiondescriptions. Being provided with in-depth infor-mation about the facility, candidates will have theopportunity to talk specifics during the interview,as opposed to talking about what-if scenarios orother courses that have nothing to do with thesubject at hand.

After the information packets are mailed out,each final candidate should be invited to tour theproperty before meeting with the selection com-mittee. To give the impression that there is indeedsincere interest in meeting with each of the finalcandidates, it is always best to schedule visits tothe course independently. If that is not feasible,then every effort should be made to keep thecandidates separated at all times. Remember,interviewing is a two-way proposition. There is

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no point in trying to attract the best and brightestavailable only to drive them away with careless-ness or neglect before they can be hired.

We all like to feel appreciated. As every can-didate deserves individual attention, it is good tohave a prominent individual, such as the clubpresident, on hand for an official welcoming.Simply telling someone to pick up a cart key atthe golf shop when they arrive and drive them-selves around the course sends good candidatesrunning for home. If an employer cannot findthe time to meet a candidate when he/she firstarrives, why would a newly hired superintendentbelieve that he/she would get any attentionwhatsoever when coming to work seven days aweek?

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Tours of the property should include anopportunity to see every hole, the maintenancefacility, and clubhouse. Further, as the intent ofthe tour is to give final candidates ample oppor-tunity to gather information about golf opera-tions, a knowledgeable host should be providedfor each leg of the tour. For example, during thevisit to the maintenance facility the outgoingsuperintendent or the assistant should be in atten-dance. Likewise, golf professionals make goodhosts during the ride around the course, as theycan provide valuable insight regarding playabilityissues. By including other staff members in theinterview process, the selection committee caninclude their input when conducting theevaluation of the finalists.

The time has now come for the selectioncommittee to meet each candidate behind closeddoors. By this point, everyone in the room shouldbe able to have an informed and intelligent con-versation about what lies ahead. The onus, how-ever, is squarely on the shoulders of the candidate,whose task it is to establish confidence in his/herabilities and to give a vision for upholding themaintenance standards, if not lifting them to ahigher level. The members of the selection com-mittee must now integrate all that they havelearned through the selection process to discernfact from fiction and rate each candidate'scapabilities.

At the conclusion of each interview, theselection committee should request a written

summary of the candidate's recommendations forthe course with a prescribed due date, typicallyseven days. This report not only keeps the inter-view fresh in the minds of the selection commit-tee's members, but it also offers an opportunity toevaluate written communication skills. It may alsobe desirable for the selection committee to seekan invitation from two or more finalists to visittheir current places of employment. No commit-tee member should ever show up unannounced,as it may create an awkward situation andjeopardize the confidentiality of the process.

Having covered all of the bases, the selectioncommittee can now rank the final candidates inorder of interest. This ranking should be basedprimarily on the quality of the interview, input

When a golf coursehosts a golf champion-ship, the ability tohandle a large staff, bothpaid and volunteer, is anessential skill.Leader-ship and managerialskills of a potential golfcourse superintendentshould be an importantpart of the selectioncriteria in any hiringsituation, but specialconsideration should begiven if a golf course hasplans to host a largeevent.

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To produce a high-quality golf course commensurate withtriple-digit green fees, golf course owners must place specialemphasis on hiring a superintendent with the ability toproperly train. coordinate, and motivate the daily activitiesof a large maintenance staff.

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from staff members who interacted with thecandidates, the quality of the summary report,overall management style (communication skills,professionalism, leadership qualities, and organi-zational skills), and the credentials of the can-didate. Rankings completed, an offer can then bemade to the top candidate, pending a backgroundcheck. Background checks should be conductedby a third party to separate course ownershipfrom future litigation stemming from clericalerrors in the acquired information.

Interestingly enough, there is a strongprobability that the top candidate will decline areasonable offer. Leading reasons often stated forsuch a decision include counteroffers from cur-rent employers and family circumstances arisingfrom the proposed change in employment or along-distance move. (Recall the comments aboutdiscerning a candidate's true interest in taking theposition?) Given the significant odds against thetop candidate accepting an offer, care should betaken to avoid letting the second- and possiblythird-ranked candidates from becoming dis-couraged before all of the i's are dotted andthe t's are crossed.

CONCLUSIONBy this point, it probably has become obviousthat using a well-conceived hiring process takesconsiderable time and effort. Hiring the rightperson to take on the responsibilities of super-intendent is truly the first and, more accurately,the most important step towards maintaining agolf course in optimum condition. To find thebest and brightest available, develop a soundstrategy that openly invites all eligible candidatesto the table and objectively evaluates each set ofcredentials. Then, follow the process through tothe end without succumbing to the temptation ofsimply hiring someone who someone else thinksis the right choice.In the end, your effort will berewarded each time you walk up to the first tee.

Acknowledgement: I would like to thank theSelection Committee at Olympia Fields CountryClub in Olympia Fields, Illinois, for test drivingthe hiring procedure discussed in this article inthe recruiting of the new Director of GroundsMaintenance.

PAUL VERMEULEN joined the USGA Green Sectionin 1987 as an agronomist in the VVesternRegion andhas been the Director if the Mid-Continent Regionsince 1996.