The AGCSA has documented a process you can follow to successfully employ a Golf Course Superintendent. The steps involved are provided as a guide only and must be adapted to suit the requirements of individual clubs.

1. Contact the AGCSA.

The AGCSA is in a great position to assist your golf club find the Golf Course Superintendent your club requires.

What the AGCSA can do for Your Club

• Help you with job information on the local or national scene
• Advertise your position in Australian Turfgrass Management magazine or AGCSA ACTION Newsletter which are both distributed to all AGCSA Golf Course Superintendent members.
• Assist you with information on how to arrive at the best applicant.
• Provide up to half an hour of free legal advice from the AGCSA’s legal adviser to ensure any contractual agreements meet both the Golf Club’s and Golf Course Superintendents interests
• It is a violation of the AGCSA Code of Ethics for an individual to discuss a position of employment that is presently filled without having such a notice either from the Club or AGCSA.

It is therefore important that the current Golf Course Superintendent has in fact retired, resigned or if his contract is not being renewed the intention to seek a new Golf Course Superintendent is well known to him.

2. Appoint a selection committee

Although it is primarily the role of the Greens Committee to select the Golf Course Superintendent, the AGCSA also recommends that the Club Captain and one other independent member of the Club be involved in the selection process. Committees chosen for employing golf course superintendents are often chosen on the basis of their own expertise in golf course management. If this is the case the Chairman of the Selection Committee must ensure that any partial knowledge or understanding of golf course management of one of the Selection Committee not be used to discredit an applicant who will have a full and thorough knowledge of the subject. The person selected as the Golf Course Superintendent will be the highest authority on golf course management at the Club, and as an employee and a professional golf course manager they should be provided with the respect afforded to any professional person employed by the club.

3. What do you want your superintendent to do?

A Golf Course Superintendent needs to be one of the most flexible individuals on your staff. Not only do they need to be turf manager, turf pathologist, agronomist, chemist, irrigation technician, but also personnel manager, business manager, strategic planner, accounting officer , promotional officer and finally a politician and communicator. The extent to which each of these is required will vary from club to club and the selection committee needs to clearly define the specific needs of their club and golf course. Some clubs require more hands on management whilst others require more emphasis on overall business management. If the Club has a Strategic Plan or Golf Course Capital Improvement Plan review each, and note any specific tasks that must be undertaken by the Golf Course Superintendent to ensure the successful implementation of these plans.

Once identified, rank the requirements from that of most important to least important and apply a weighting to each. Each applicant can then be assessed directly against the exact requirements of the club.

4. Write a job description and identify the type of individual sought

Once the selection Committee have established what they want their Superintendent to do, write it down as a clearly defined job description. The AGCSA has provided a draft job description in Appendix A as a guide only. The purpose of a job description is to clearly define the roles of the job and a particular working position in a management structure. Once you have more properly defined the job, it's time to consider what kind of person it will take to successfully carry out your duties. No one person probably could rate as an expert in all facets of golf course management, but certainly they should rank high in the areas your Committee feels are most important.

5. Advertise the position

The AGCSA will advertise the position to all of its members both within Australia and overseas. This will be undertaken through advertising on this website under the JobWatch section and through either the AGCSA ACTION Newsletter or through a direct mailout. The AGCSA can also assist in the preparation and wording of the advertisement.

The Club should make available copies of the job description, annual report, and Golf Club Strategic Plan and Golf Course Capital Improvement Program for the applicants to review prior to writing their applications.

6. Receive and screen applicants

All applications can either be sent to the AGCSA National Office or direct to the Golf Club. If sent to the AGCSA National Office, all the applications are then sent in bulk to the club the day after applications close. When the club receives the resumes, it is best to reduce the number of applicants to a short list to interview. You may wish to first interview applicants, then second interview the final two applicants. The AGCSA office in Melbourne is available for use by clubs free of charge to undertake interviews. Once you have screened the various applicants and narrowed down to a final small group (six is a reasonable number), we recommend you contact them by letter with an invitation for an interview. This keeps it on a business like basis. Give them a couple of alternate times.

7. Interview selected applicants

The following interview selection process has been adapted from the PGA Club Pro Relations Handbook. Many of the same interview techniques apply for interviewing Golf Course Superintendents. You and your Committee have undoubtedly conducted many job interviews at all levels. The following reminders, therefore, may not be needed, but we have included them to make sure all bases are covered

1. Make the candidate feel at ease. Ask him about his golf, his family, his trip, any relaxing small talk.
2. The interview should be held in a room that is private and quiet. The candidate should be given your undivided attention for his allotted time. Don't schedule his interview at a place or time that this isn't possible. Avoid phone calls or conversation with anyone but the Committee. You owe the applicant and your fellow members a professional approach to filling this important job.
3. Know everything possible about the applicant prior to the interview. Start by inquiring generally about his background, experience, etc.
4. Determine the specific questions you want answered prior to the interview, avoiding for the most part those which can be answered with just a "yes" or "no".
5. Review the "Job Description" and the reasons you have set the priorities you have listed. Ask the applicant to present his plans on how he will handle these specific goals.
6. Be good listeners. The Committee Chairman should conduct the majority of the interview to make certain that the specific things in which you have the greatest need for more information are covered in an organised manner. He should only talk enough to give the interview direction and the other Committee members should hold their question until the end of the interview.
7. If the applicant makes a solid impression, he should be told at this time that he is either, (1) going to be considered, (2) will be notified of the Board's decision (if their approval is required), or (3) will be asked back for a second and final interview.
8. The more thorough your preparation for the interview, the better the chance you will choose the right person for the job.
9. Finally don't interview candidates unless you consider them a serious contender. It's both time consuming and expensive to do so.

It is also suggested that each member of the Committee makes notes about the candidate during the interview. These additional observations might relate to an overall subjective impression and reaction to that person.

After the interview, each Committee member should complete the rating as soon as possible and then review the evaluation as a group. The result might be total agreement on the candidate, rejection or need for a second look. After the final interview, you should be well prepared to appoint your new Golf Course Superintendent

8. Make selection and discuss the need for a contract

Once you have decided who is your number one choice commence discussions regarding the remuneration to be offered and whether there is a need for a formal contract of employment. It is important to note that a contract is a binding document which regulates the rights and obligations of the employee and the employer. It is vital that both the Golf Course Superintendent and Golf Club seek independent legal advice before agreeing to sign an employment contract. In many situations a formal contract of employment may not be required and indeed the two parties may be better off without one. Your solicitor will be able to provide advice on such matters. As a guide, the AGCSA has provided an employment contract guide ( copy enclosed ) which highlights some of the areas which the AGCSA believes should be covered. Again, this contract is meant as a guide only and both parties must undertake extensive consultation and make alterations/ additions where necessary to meet the specific needs of the Golf Club and and Golf Course Superintendent concerned. Where golf clubs and their Superintendent do not wish to sign a contract, both the Golf Club and Golf Course Superintendent remain protected by the minimum terms and conditions laid down in the relevant Industrial Relations Law. In this case the the AGCSA suggests that, at the very least, a detailed job description is agreed upon.

9. Notify candidates and the AGCSA

Notify the National AGCSA office telling them whom you have engaged, their official position and the effective commencement date. Contact the other finalists with a personal letter thanking them for their participation, complementing them on their presentation. All resumes should then be returned to the other applicants with a covering letter. Announce your decision and thank them for their interest.

10. Sample employment agreement

By clicking on this link you are accepting that this is a sample employment agreement only and that the AGCSA will not be held liable for any reason, if you use this agreement. You should obtain independent legal advice before using this agreement.

View Sample Agreement