Two Perspectives On:

"HELP \VANTEDCAREER OPPORTUNITIES"

by JAMES F. MOOREDirector, Mid-Continent Region, USGA Green Section

GUIDELINES FORTHE SUPERINTENDENT [ GUIDELINES FOR

THE CLUB ]

OKAY. You're about to be interviewed for a new job.You're thinking about changing not only your addressbut yours and your family's life-style as well. It is

obvious you are about to make one of the most importantdecisions of your life, assuming you are offered the chance.Are you ready? If you are like most superintendents, you'renot even close.

It is the sad truth that many superintendents put moreeffort into choosing a used car than in considering a careerchange. They are more concerned with how to land the newjob than they are with whether or not the job is worth landing.

There is much to consider before making an intelligentdecision of this magnitude. What follows is a checklist ofsorts. Once this information is gathered, the superintendentwill have a good picture of the new working environment.

Agronomic Factors

So many superintendents with formal education tend tothink they can overcome any agronomic problem. This is afalse and potentially dangerous assumption. As turf man-agers, we have the ability to influence nature, not control her.Much like a tugboat guiding an aircraft carrier, we can onlyhelp point things in the right direction. Careful considerationshould be given to the agronomic challenges of the prospec-tive course. The superintendent must also be realistic con-cerning his own ability. A balance must be achieved betweenwillingness to accept new challenges and potential for failure.

To obtain a true picture of the agronomic factors at thenew course, a superintendent should ask for the followingitems. He should also ask for time alone to examine theinformation.

1. The most recent soil and water quality tests. Payparticular attention to the levels of salt and sodium. Thesetypes of soil conditions are extremely difficult to overcome,even with the best of management.

2. Pesticide records. Look closely at the history of pesti-cide applications. This shows the stresses the course mustendure. For example, repeated sprayings for a particulardisease or insect indicates trouble ahead. Has the previoussuperintendent rotated his chemical applications to preventthe development of resistant types? Do the records indicatepest problems that cannot be overcome through routineturfgrass management, or problems with which you havelittle or no experience?

(continued on next page)

YOUR PRESENT superintendent is leaving soon, orhas already taken another position. The job of findinga replacement has fallen upon you, and you are learn-

ing that it is not just a matter of running a help-wanted adin the local newspaper. If that were the case, the ad wouldprobably read as follows:

Wanted - College graduate with extensive knowledge andexperience in the following fields: turfgrass management,horticulture, irrigation design and repair, construction,personnel management, budget development and imple-mentation, mechanics, and public relations. You must bewilling to work as many hours as necessary to get the jobdone, regardless of personal life. You must be willing towork for hundreds of bosses who will second guess everydecision and program you propose. You will also beexpected to forecast, compensate for, and budget for everywhim of nature. You must be able to motivate underpaidemployees to produce top-quality work on a daily basis.All these goals must be accomplished without interruptionto play or inconvenience to the membership. Finally, youmust be willing to work in a barn.

Although this is a reasonably accurate representation ofthe job opening you seek to fill, an ad like this would notbe very effective.

How do you go about finding such an individual? Whatdo you look for in a new superintendent? What can your clubdo to attract the best superintendents available?

How to Solicit Applications

One of the most effective means of gathering applicantsis to contact the Golf Course Superintendents Associationof America. The GCSAA offers an employment referral ser-vice to their membership of more than 8,000. Notices of jobopportunities are mailed to subscribing members every week.These notices include specific information about the courseand the position offered. Over 1,000 of the 8,000 memberssubscribe to this service, so be prepared to receive a great dealof mail. To have your club listed will cost $50.00 per week.Contact the GCSAA membership department at this address:Golf Course Superintendents Association of America, 1617St. Andrews Dr., Lawrence, KS 66046, telephone (913) 841-2240.

Most professional superintendents are also members ofstate and local turfgrass associations. Many of these associ-

(continued on page 3)

MAY/ JUNE 1989

Guidelines for the Superintendent (continuedfrompage 1)

TABLE 1CHECKLIST FOR THE SUPERINTENDENT

3. Past USGA Green Section reports.In one sense, USGA Green Sectionagronomists act as club historians. TurfAdvisory Service reports documentclubs' efforts to improve their facilities.By the same token, these reports alsodocument the lack of such actions. TASreports detail the problems experiencedby the clubs and the solutions offered.

4. The club -s long-range or masterplan. It is important to have an idea ofwhat the membership expects in the golfcourse. This will allow you to matchyour career goals and expertise with theclub's plans for the future. For example,if you are a superintendent who thriveson golf course construction projects,and the club you are considering doesnot have a master plan, or has recentlyfinished major construction, you prob-ably should look somewhere else.

Some agronomic information is bestgathered through your own inspection.Take a soil probe or soil profile tool.Look at the construction of the greensand tees. Are the greens located in shadyareas, surrounded by trees that restrictair movement, or too small to supportthe play they receive? Are there wornspots in the fairways or near the greensthat indicate a lack of golf cart control?Does the architecture of the greens andtees allow traffic to be distributed overlarge areas? Are there indications theirrigation system is under-pressured orthe design of the system is inadequate?If the course is composed of a mixtureof cool- and warm-season turfs, doesthe irrigation system address the indi-vidual needs of both? Are there environ-mental factors that require constantpesticide applications to sustain the turfat a level demanded by the membership?

Agronomic FactorsSoil testsWater quality testWater availabilityPesticide recordsLocal environmental conditionsAnnual maintenance budgetPast Green Section reportsLong-range or master planConstruction of greens and teesAmount of play course receivesTurfgrass varieties used on course

2 USGA GREEN SECTION RECORD

Make notes as you tour the course. Beprepared to submit a written summaryof your observations to the committee,if it is requested.

Physical PlantRegardless of the skill of the super-

intendent or the agronomic conditions,it takes good equipment and good work-ing conditions to produce a consistentlyhigh-quality product. The maintenancebuilding should provide a clean, com-fortable environment for the golf coursestaff. There should be sufficient officespace for the superintendent, his assis-tant, and the shop foreman or mechanic.Areas should be provided for the crewto eat, store their gear safely,and showerat the end of the day. Uniforms andsafety equipment for the crew should beavailable. There should be separate andsecure storage areas for pesticides, fer-tilizers, and equipment repair parts. Themechanic's area must be properlylighted and ventilated, and it shouldprovide adequate room for equipmentmaintenance. It is a fair assumption thata club that does not provide these basicneeds has a poor understanding of thedemands of golf course maintenance.

Your evaluation of the physical plantmust also consider the work habits ofthe previous superintendent. Has theequipment been well cared for, and hasthe maintenance performed been docu-mented? Is the pumping plant clean,and has it been regularly serviced? Havethings been patched up or properly re-paired? Are the shop and maintenanceyard well organized, or are they clut-tered with junk? Once again, you cansafely infer that a superintendent whois content to work in a sloppy shop is

Physical PlantMaintenance buildingIrrigation systemEquipment

Management FactorsClear organizational chartStability / tenure of managementSalary / benefits comparable

to areaWorking conditions for support

staffMaintenance budget

likely to accept the same type of workfrom the crew.

Management FactorsThe relationship of the superinten-

dent to the membership and leadershipof the club is perhaps the most impor-tant factor that must be examined inconsidering ajob change. It is a sad factthat superintendents often lose jobs be-cause of management problems, ratherthan agronomic failures. Today's super-intendent cannot hide in the mainte-nance building and remain isolatedfrom the membership. He must conveyhis ideas in a professional manner to seehis programs are accepted. To accom-plish this goal, he should have a clearunderstanding of the club manage-ment's style of leadership.

It is absolutely necessary for apotential employer to have a clearlydefined organizational chart identifyingto whom the superintendent is directlyresponsible, either a committee or anindividual. Be extremely wary of clubswith fuzzy management structures.

Prospective superintendents too oftenbase their decision on whether to accepta new job on salary alone. Be sure toexamine the complete benefit package.Does the club encourage and support par-ticipation in local, state, and nationalturfgrass educational conferences? Doesit offer medical and retirement plans? Isthe superintendent included in the or-ganization's insurance policy coveringliability claims against the club?

The compensation package obviouslywill be important. However, salary isnot the only factor that should be con-sidered. Are the assistant, the mechanic,and the crew paid fairly? These are the

TABLE 2CHECKLIST FOR THE CLUB

ExperienceEducationReferencesTenure at previous jobsPositions held in industry and

communityManagement skillsCommunication skillsContinuing education effortsLicensed for pesticide applicationsCareer goals

Guidelines for the Club (continuedframpage 1)

(Top) Good working conditions for the superintendent.(Above) Good working conditions for the crew inspire higher quality work on the course.

individual club. We will help put you intouch with three or more good super-intendents locally or from around thecountry. The address and phone num-ber of each regional office is listed insidethe front cover of this publication.

Assuming you are offering a fair wageand decent working conditions, you willquickly accumulate a sizeable list ofapplicants. Telephone interviews shouldbe conducted, and resume referenceschecked to narrow your list to from fourto 10 prospects. These individuals shouldbe interviewed. Be prepared to pay theirtravel expenses.

ations publish excellent monthly news-letters. Typically, they are eager to postjob openings for the benefit of theirmembers, and at a very reasonable cost.Any professional superintendent inyour area should be able to provide youwith the address and phone number ofthese associations.

You may also wish to contact theUSGA Agronomist for your region.Each office receives frequent calls fromsuperintendents and clubs looking foreach other. The Green Section will notpick a superintendent for you. That isa decision that must be made by the

people you will have to depend on tocarry out your programs. Low pay andpoor benefits lead to constant turnoverof the staff, which guarantees majorproblems for you in the future.

If it is possible, determine the stabilityof the club's leadership. Committees thatchange every year frequently demandcomplete changes in course manage-ment as well. Clubs with a revolvingdoor policy of hiring and firing super-intendents and managers are not likelyto change just because of you. Manysuperintendents demand and get employ-ment contracts before going to work forsuch clubs. Many a USGA Green Sec-tion report has been written encourag-ing continuity in the management of thegolf course. This can only be accom-plished when there is a continuity ofclub leadership as well.

Once the leadership and membershipgoals have been identified, one can deter-mine if the maintenance budget is suf-ficient. Examine the budgets over thepast three or four years. Have theytended toward reduction or growth? Isthe budget comparable to other coursesof similar stature in the same area? Arethere major differences between whatthe previous superintendent has sug-gested and what finally was approved?

Be certain the budget figure presentedto you represents only the care of thegolf course. Many clubs include a widevariety of miscellaneous expenses underthe catch-all heading of "Golf CourseBudget." Some common examples in-clude: the care and charging of the golfcart fleet, pro shop salaries and ex-penses, landscaping and maintenance ofthe club grounds, swimming pools, ten-nis courts, etc. Finally, look for budgetitems that are abnormally high. In someareas water and utility costs can turnwhat appears to be a large budget intoone that is inadequate.

Conclusion

Obviously a great many factorsshould be considered before acceptinga new position. There are few if anyperfect jobs. If they exist, be assured thepresent superintendent will be in nohurry to leave. Therefore, you will haveto make a few compromises when con-sidering all the factors involved. Keepin mind, however, that top-notchsuperintendents are in greater demandthan ever before. If you fall into thiscategory, you can afford to be choosey.

MAY/JUNE 1989 3

What to Look for in a SuperintendentNow comes the hard part. You must

evaluate each applicant to determinethe best superintendent for your course.Some key areas to consider:

As it is in most technical fields, thecombination of a formal education andpractical experience is ideal. Most col-leges do not stress the day-to-day man-agement duties of a superintendent.These are skills that can best beacquired through apprenticeship as anassistant working for an experiencedsuperintendent.

Colleges offer the educational back-ground in physiology, pathology, ento-mology, soil physics, and irrigationdesign that a superintendent needs toevaluate new situations and make theproper decisions: In addition, a formaleducation should also allow the pros-pective superintendent to develop skillsin communication and managementthat are invaluable in dealing withmemberships .

Obviously a prospective superinten-dent whose resume includes degreesfrom a recognized university as well asthe school of hard knocks should bestrongly considered.

Clubs facing major constructionprojects (such as building greens or in-stalling an irrigation system) often feelthey should hire a superintendent withexperience in such construction. Al-though this is certainly an asset, itshould not be an overwhelming factorin choosing the new superintendent. A

4 USGA GREEN SECTION RECORD

professional superintendent knows helpis available from many sources, and iswilling to seek assistance when it isnecessary. Choose your superintendentbased on overall ability. The best super-intendent is like the family doctor,someone skilled in many areas, ratherthan concentrating all his efforts intoone specific aspect of the profession.

Today's superintendent must be ableto communicate with the membershipand leadership of the club as well as withthe maintenance crew and technical rep-resentatives. Superintendents who losetheir jobs lose them principally becausethey can't communicate with theiremployer in a professional manner.

An effort should be made during theinterview process to evaluate each can-didate's communication skills. One goodmethod is to give each candidate timeto tour the course on his own. Theyshould be given access to pertinentrecords, then asked to submit a briefwritten summary of their observations.Recognize that what is important inevaluating these summaries is the can-didate's ability to express his ideas, withsecondary consideration given to theideas themselves.

How to Attract theBest Superintendents

Most superintendents realize the bestjobs are not necessarily those with thebiggest budgets and the largest pay-checks. Once again, many aspects of the

working environment must be consid-ered. Pay close attention to the adjacentarticle discussing what a superintendentshould look for in a club. Your clubshould meet these requirements. Toomany clubs fail to take these steps, andthey simply cannot keep a good super-intendent. They soon develop the repu-tation that they are not a good club towork for.

Constant criticism of the superinten-dent's efforts, a poorly structured andfickle leadership, and unwillingness toprovide good working conditions arerecognizable characteristics. Like anyindustry, good management dictatesfair and proper treatment of employees.

Our fictitious want ad might causeone to wonder why anyone in his rightmind would want to be a golf coursesuperintendent. There are a number ofvery good reasons.

• Few jobs provide greater chal-lenge, diversity, or personal satisfaction.

• Salaries and benefit packages havebecome more commensurate with therequirements of the job.

• The superintendent works daily withtwo of the most unpredictable forces inexistence - people and nature. Whilethese forces are capable of occasionallymaking the superintendent's life miser-able, these same forces have a muchgreater potential for providing thesuperintendent with the opportunity toexcel in a game that is healthy andgrowing stronger.