How To Hire Reference Series

Transcription

How To Hire Reference Series
“A comprehensive guide to hiring key personnel in the private club.”
Club Managers Association of America
Premier Club Services® Department
1733 King Street
Alxandria, VA 22314
(703) 739-9500
Fax (703) 739-0124
PREMIER CLUB SERVICES ®
Disclaimer –
This publication is designed to provide accurate and authoritative information in regard to the subject
matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal,
accounting or other professional service. If legal advice or other expert assistance is required, the services
of a competent professional should be sought.
– From the “Declaration of Principles” jointly adopted by the American Bar Association and a
Committee of Publishers and Associations.
© Copyright 2004 by the Club Managers Association of America
All rights reserved.
Thanks to Luke O’Boyle, CCM, CHE, of the Chevy Chase Club for the development and revision of this
publication and to Stephen C. Barth, J.D., of HospitalityLawyer.com, legal editor and contributor.
How to Hire Reference Series
Table of Contents
Section 1
Using the How to Reference Hire Series — Overview
Preface
Introduction
Suggestions for a Successful Employee Orientation
Interviewing Questions
Engaging A Professional Search Firm
Professional Search Firms
Section 2
Developing a Hiring Plan
Twelve-Step Hiring Process
Position Profile
Recruiting Quality Personnel
Section 3
Administrative
Clubhouse Manager
Controller
Membership Director
Human Resource Director
Section 4
Food and Beverage
Assistant Manager
Executive Chef
Catering Director
Purchasing Manager
Section 5
Clubhouse Operations
Chief Engineer
Director of Security
Section 6
Golf
Golf Professional
Golf Course Superintendent
Section 7
Tennis
Tennis Professional
Section 8
Aquatics
Swimming Pool Director
Aquatics Coordinator
Section 9
Health and Fitness
Fitness Director
Athletic Director
Personal Trainer and Nutrition Director
Aerobics Instructor
Section 10
Yachting
Harbor Master
Sailing Director
Appendix
Useful Hiring Forms
12 Basic Steps In Filling A Job
Job Application Form
Employee Authorization and Release Form for References
Employee Consent Form for Drug Testing
Interviewer’s Evaluation
Telephone Employment Verification
Employment Verification Form
Determining Staffing Needs
Assessing Future Needs
Employee Referrals
Reference Check (Phone)
Using the How to Hire Reference Series
Overview
1.
Preface
2.
Introduction
3.
4.
— Acceptable
— Unacceptable
5.
Engaging a Professional Search Firm
Overview
PREFACE
The How to Hire Reference Series is a comprehensive guide to hiring key personnel found in the
private club. The purpose of this guide is to assist managers in recruiting and ultimately hiring the most
qualified individuals for your club’s key staff positions.
Although you are never sure how the individual selected will ultimately work out, use of the suggested
guidelines and methods presented in this series increases your ability to make an informed and educated
hiring decision.
This workbook should be considered a “Living Document” used to organize additional information in
each of the position categories. For example, if you encounter an informative article on how to select a Golf
Professional, you can add the material to the appropriate section of this workbook. This will not only serve to
enhance your How to Hire Reference Series materials, it may prove useful for future hiring needs specific to
your club.
Overview
Introduction
Each key personnel category includes guidelines to assist in the hiring and selection process of the
individual for the particular position you are seeking. Although the information for the position pertains
specifically to the related job category, some information may overlap. Consideration should be given to
adapting the information to other positions. For example, several of the job-specific interview questions for one
position may be used for multiple position categories.
The following is a brief overview of the format used for each of the positions listed throughout the “How to
Hire Reference Series.”
Summary: The summary section introduces the job category and establishes the credibility of the particular
position. With several of the positions, various titles will be suggested that relate to a similar set of job
responsibilities or duties.
Criteria: The criteria section includes suggested skills that may be considered necessary for the particular
position. Since each club is different, some skills listed may not be applicable to the particular position in your
club. At this stage of the process, the job description should be reviewed or created if none exists. This is a
critical part of the process. Throughout the process, a current job description will assist in determining
recruitment sources and establishing the necessary qualifications for the position. During the interviewing
process, the job description will serve as the benchmark upon which all prospective candidates should be
measured.
Qualifications: Depending upon the skill-level required for each position, the qualifications section will
identify common desired educational and experience levels and preferred professional certifications and
includes addresses (with phone numbers) for related professional organizations to be considered as resources.
The related professional organizations may be contacted during the search. Often specific position related
information is available from this source, which will assist in the hiring process.
Recruitment Sources: This section identifies a variety of possible sources for recruiting potential candidates.
Included in this section are obvious recruitment sources such as word of mouth and placing advertisements in
local newspapers. It also includes sources that may not be as obvious. For example, in the search for a Pool
Director, a manager may wish to contact local high schools. Athletic coaches will often serve as Club Pool
Directors during their seasonal semester breaks.
Job-Specific Interview Questions: The suggested questions relate directly to the position and will assist the
employer during the interviewing process. They are intended to probe into the individual’s past experience in
greater detail than the standard interview question. General interviewing questions and open-ended questions
may also be used in combination with the job-specific questions. This will create a more thorough
understanding of the individuals knowledge, attitude and work experience.
Overview
1.
Welcome and Introduction of Employee
• Introduce the individual to other key club staff.
• Tour the Club’s facilities and make certain that he/she is comfortable getting around.
2.
Overview and Purpose
• Review the position and how it fits into the total club operation.
• Review the duties and responsibilities associated with the position.
3.
Position Logistics
• Review the Organizational Structure and the lines of authority.
• Discuss the Club’s Mission Statement and expectations of the members, Board of Directors
and various committees.
• Discuss the Club budget and financial reporting methods.(Review specifics regarding the
individual’s departmental budget.)
4.
General Information
• History of the club
• Policies and Procedures (Review employee handbook)
• Pay Day/Performance Reviews
• Safety and Security procedures and philosophies
• Miscellaneous Items
5.
Members Expectations/Calendar of Events
• Review the Club’s newsletter, recent survey results, various promotions and special events held
at the Club.
6.
Quality Service and Teamwork
• Discuss Club’s philosophy regarding service standards and the resource available to help
achieve and maintain them. Review previous training methods and programs. Discuss
employee development.
7.
Question-and-Answer Period
• Be prepared to address questions. Offer your continuing support and make yourself available
during the critical transition period.
Overview
Overview
What is your sexual preference?
What is your marital status? In checking your work record,
will we need another name or nickname for identification?
Sex
Marital Status
Do you own your own home, or do you rent?
Have you ever been arrested?
Arrest Record
Residence
What is your nationality?
Nationality
What is the number and/or ages of your dependents?
None
How did you learn to read, write, or speak a foreign language?
Foreign Language
Dependents
Names of relatives employed by club
Where were your parents or spouse born?
What is your citizenship?
Citizenship
Where do you reside?
The number of dependents is disclosed for
W-4 purposes after an offer of employment
is accepted.
None
Have you ever been convicted of a
felony crime? (This inquiry should be
accompanied by a statement that the
existence of a criminal record does not
constitute an automatic bar to
employment. This inquiry should only be
made if the job requirements are such
that relevant criminal convictions would
clearly be disqualifiers.)
Are you currently eligible for
employment in the United States?
Are you f luent in a second language?
Do you have the legal right to work in the
U.S.? For how long?
None
Where were you born?
Birthplace
Acceptable
Unacceptable
Topic
Overview
What is your height?
What is your weight?
Do you have a car? (unless relevant to on-the-job performance)
Height and
Weight
Transportation
or garnishment.
rating, including bankruptcy
or past assets, liabilities or credit
Do you have reliable means of getting to work?
None
None
None
Questions about applicants’ current
Financial Data
or other proof of age if hired?
How old are you?
Are you over 18 years of age?
Can you submit a birth certificate
What is your birth date?
workers compensation claim?
benefits? Have you ever filed a
None
Do you have any physical conditions or
limitations that may hinder your ability to
perform the job you are applying for? If so,
what can be done to accommodate the limitation?
As specified in the job description; what might
the reasonable accommodation be?
None
None
Acceptable
Minors
Age
Are you now receiving or have you
Workers Comp.
ever received workers compensation
Are you handicapped?
Do you have a disability?
observe?
What religious holidays do you
What is your religion?
Disability
Religion
Questions about childbearing, pregnancy,
Pregnancy
birth control or family responsibilities.
Unacceptable
Topic
Engaging A Professional Search Firm
There are two basic types of search firms. One type is an employment agency and the other is a retained
search firm. The biggest difference between the two types of search firms is the method of fee payment.
* A retained search firm is engaged by the employer to conduct a search on their behalf for which a
professional fee is paid up front or in progressive payments throughout the course of the project.
* Employment agencies charge a contingency fee. The fee is typically based on a percentage of the first
year’s annual compensation for the hired individual. Generally, contingency fees are paid upon
employment.
Both services have incentives to secure appropriate candidates: With a retained search firm, the search
is not successfully concluded until a candidate has been hired; the employment agency, does not get paid until
its candidate gets hired. Retained firms are usually considered more reputable, even though they generally get
paid whether or not they fill the position. It is important to verify a retained search firm’s track record prior to
engaging its services.
When using either type of search firm, always have specific contract conditions and expenses documented in writing. Check References! Also, inquire as to the type and length of guarantee provided. For
example, a Search Consultant may offer a 90-day guarantee and will not charge a second fee to refill the
position if the individual hired leaves within the 90-day window. A one-year guarantee is preferred and should
be considered in the negotiation process.
The following are suggested questions to ask Search Consultants and their references:
Questions To Ask The Search Firm
Questions to Ask Search Firm References
1. How many searches is the recruiter presently
handling?
1. What was your level of satisfaction with the
quality and quantity of candidates?
2. Who will actually be doing the work?
2. Was the work completed in a timely manner (given
the relative circumstances and complexity of the
search)?
3. Has the recruiter who will be doing the work
personally completed similar searches?
4. Will the search firm’s client list “block”
recruiting from similar industry clients where
there might be likely candidates?
3. How pleasant was the recruiter to work with?
5. Is the firm doing a similar search at this time
that could cause the best candidates to be
unavailable for our search?
5. How responsive was the recruiter to your needs?
6. Please provide recent references of searches
completed in the Club Industry.
4. How knowledgeable was the recruiter about the
client, the candidates and the industry?
6. If the search proved to be lengthy, how committed
was the recruiter to completing the search although
the fee may have already been paid?
For a list of professional search agencies, visit CM A A’s Employment Ser vice Specialist (ESS) at
www.cmaa.org/ECS/ESS/index.htm.
Overview
1.
Twelve-Step Hiring Process
2.
Position Profile
3.
— College and Technical School Students
— Newspaper Advertising
— Walk-Ins
— Word-of-Mouth
— Organizations
— Personal Contacts
Twelve-Step Hiring Plan for Key Personnel
The following twelve-step process has been designed to assist you in finding the most compatible
person for your facility, regardless of position. These steps have been developed to accommodate hiring
requirements for all key personnel positions. This plan provides a systematic approach using fair and
reasonable methods for the hiring process.
Step One
Identify the position for which you are recruiting. If replacing a previously held position, be sure you
have taken adequate measures to temporarily fill the vacancy. This may include appointing an individual for
the interim, or perhaps hiring a temporary employee to ensure the club operations continue without
interruption.
Step Two
Appoint a selection committee/person. For many positions the hiring decision may be conducted solely
by the Clubhouse Manager or General Manager. Other methods may include a team approach or involve club
members. It is wise to consult with appropriate Club Officers or Committee Chairmen prior to beginning the
search. For example, if you are hiring a controller, consult with the Club Treasurer. Regardless of position,
always inform the Club President of key personnel vacancies. Clarify the approach before you begin the
hiring process.
Step Three
Define the operation’s current needs. Carefully analyze the duties and responsibilities of the position you
will be filling. This should include determining the pros and cons of the individual currently holding the
position and comparing his or her performance with the actual position’s job responsibilities. Set forth a
clear direction for improvement or adjustment. Knowing in advance where changes should be made is
helpful in selecting the appropriate individual for the position. It is a good idea to evaluate and compare
compensation for similar positions in the market. This is beneficial when replacing long tenured employees
whose value may have either fallen below or accelerated above the current industry standard.
Step Four
Develop an appropriate job description. This includes analyzing the criteria for the position as well as
determining the qualifications for the person you are seeking. Be realistic and measure expectations with
what you are prepared to offer as salary and benefits. (In addition to those included in this document, sample
job descriptions are available through CMA A’s Bookmart “Job Descriptions for the Private Club Industry.”)
Step Five
Complete the position profile. (The position profile is found in this section.) Documenting the
particulars of the position will contribute to a consistent search process. This is important when utilizing a
selection committee or team approach. Completed position profiles should be distributed to all members of
the search team. Continual communication throughout the process is an important requirement that should
not be overlooked.
Step Six
Identify the recruitment sources. This step includes establishing a hiring budget. This is a primary
concern if the decision is made to use a professional search consultant. Similar recruitment sources may be
utilized for many of the positions listed in this series. It is recommended to use multiple recruitment sources
and not to rely solely on one source. See information in the Overview section regarding “Working with
Professional Search Firms.”
Step Seven
Advertise the position. When you advertise the position you should also identify the club contact.
(i.e.,Where should inquiries be directed?) It is important to develop a system to receive inquiries
professionally, in order to avoid discouraging any potential candidates. It is this step where the potential
employee gains his or her first impression of the club. This impression may evolve into a long term
employment. It is your responsibility to instill a favorable impression of the club and its management.
Step Eight
Receive and screen resumes. This step begins by acknowledging the inquiry. A brief letter acknowledging
receipt of the resume should be sent to all applicants. A resume that is not acknowledged may give the
individual a poor perception of the club which ultimately may cost the club a qualified applicant. When
screening resumes, separate them into three classifications.
1. Desirable
2. Possible
3. No Consideration
You may wish to send a letter of regret immediately to those individuals whose resumes are in your “No
Consideration” file or hold them until the search is completed. Review resumes from your first pile, then your
second pile; now you are ready to select your candidates for interviewing. To those individuals who match your
position profile, you should send a formal application for employment with the club (see Appendix).
Step Nine
Interview the candidates. Interview techniques will vary. Often a telephone interview is used as a
preliminary tool, especially if the prospective candidate must travel a long distance to the interview site.
Write down your questions in advance as this will help to crystallize your thoughts and allows each candidate
an equal opportunity for comparison. It is not unusual to visit with the candidate at a location other then the
club. For example, when hiring a chef you may wish to consider visiting his or her present operation to see
first hand what type of environment he or she is coming from.
Step Ten
Review interview results and schedule second interviews. Compare the results with the completed
Position Profile. After reviewing the results, acknowledge all candidates who are no longer being considered.
Always check references. It is recommended to secure references from supervisors, lateral peers, and
subordinates if applicable for each candidate. For example, when hiring a Golf Course Superintendent, at least
one reference should be obtained from another superintendent, one from a past supervisor, and perhaps one
from the individual’s assistant. It is important to keep the source in mind when evaluating responses. Always
secure permission from the candidate prior to checking references avoiding a potential invasion of privacy lawsuit.
Step Eleven
Make the selection. When making the selection, do not discard your second or third choices until you have
reached an agreement with the successful candidate. Prior to reaching an agreement, ensure that the
candidate has a complete understanding of the expectations and particulars of the position. Be honest and do
not neglect to point out the negatives as well as the positives of the position. The transition time frame, including the Club’s participation in relocation expenses, salary and benefits must be clarified in advance.
Step Twelve
When the offer as been made, follow up. Notify and thank the remaining candidates for their time and
interest in the position. This may prove very important in the event your final candidate backs out of the offer
at a later date. Notify the appropriate club contacts of selection, and the media if appropriate. Make your final
candidate feel welcome in his or her new position by offering a thorough employee orientation. (See
“Suggestions for a Successful Orientation.”)
Position Profile
Position:
Department:
Reports To:
Qualifications: (List the specific qualities or requirements you are seeking. Match these qualifications with
the operational needs of the Club and capabilities of the individual.)
Technical Skills:
Administrative Skills:
Leadership Skills:
Personal Attributes:
Educational Requirements:
Experience Requirements:
Salary:
Bonus:
Vacation:
Ed. Allowance:
Health Ins:
Dental:
Disability:
Pension:
Other Benefits:
Note: Be sure to determine if the club will be reimbursing interview or relocation expenses.
(Customize this form to meet the needs of your club.)
When it is necessary to hire employees, various sources are available. The Personnel Department must
understand that hiring of personnel (either as replacement of the present staff or as an addition to it) must be
authorized by senior management, which is responsible for operating results.
College and Technical School Students
Generally, when the employees sought are of the management-trainee level, it may be advisable for the Director
of Personnel to recruit at a college or technical school. Compared with other methods of locating job
candidates, on-campus recruiting is probably one of the most expensive in time and effort, but it can also be
one of the most productive. Using tools available through the Club Managers Association of America (CMA A)
can make the job much easier. Advertising for an internship program through the Club Internship Directory is
an effective way to recruit CMA A student members.
Newspaper Advertising
The classified advertisement sections of newspapers are widely used for the recruitment of entry level
personnel. The club placing the advertisement may choose to list its name or it may decide to have resumes and
letters directed to a box number of the newspaper. This arrangement offers the club the opportunity to answer
only those resumes or letters it selects for reply. The applicants whose letters are not answered do not know
the identity of the organization that did not select them. If you are seeking line-level personnel, you might
choose to include a name and address where the applicant can apply in person and where an interview can be
given on-the-spot.
Walk-Ins
It is typical for persons seeking employment merely to walk into an establishment and solicit employment. The
club needs to consider if this is possible depending on the security situation (i.e., gated community, secure front
desk or reception area). If the club is not approachable through the front, the employee entrance should be well
marked, especially during the time you are placing an advertisement for new positions.
Word-of-Mouth
Remember, walk-ins are usually sent by another club employee who has indicated that this establishment is a
good place to work. If handled properly, this method becomes the source for a steady stream of applicants.
Unfortunately, there is no guarantee this method will bring you the people that the club is looking for. The truth
is, a systematic plan to reach a targeted group would probably work the best.
Organizations
Organizations that are involved with minorities, women, disabled workers, immigrants or other special groups
will usually be very cooperative and eager to place their candidates. These can be very good sources to help fill
entry-level positions, but such organizations may not be familiar with the demands of the club’s positions, and
it may be necessary to provide detailed job descriptions and performance standards beforehand (if they are
available). Additionally, always alert church groups and youth groups that you are looking to hire part-time or
full-time staff; these groups are also excellent sources of employees.
Personal Contacts
It is a good idea to tell people with whom you do business that you are trying to fill a vacancy. Many of the
vendors that the club works with have wide contacts in the field and have good reason to be helpful if the club
is a valued customer. Be aware that sometimes parents are looking for jobs for their children; if the club has a
policy on hiring children of members, make that known to the inquisitive parent(s). Through personal
contacts you often reach people who are not yet actively looking for jobs but intend to start soon.
Administrative
1.
Clubhouse Manager
— CMA A Professional Development Brochure
— CMA A Executive Career Services
2.
Controller
— Test
3.
Membership Director
— The Heartbeat of Your Membership
4.
Administrative
How to Hire a
Clubhouse Manager
Summary: The Clubhouse Manager is responsible for all operations within the Clubhouse facility. This may
include departments such as security, laundry, housekeeping, food and beverage, formal and informal dining
rooms, catering and sales, swimming pool operations, youth programs and locker room facilities.
Potential Criteria:
- 3-5 years as an Assistant Manager
- Extensive food and beverage knowledge
- Ability to train and teach
- Experience with budgets
- Knowledge of banquet service and party planning
- Culinary training
- Knowledge of food and wine pairing
- Leadership ability
- Professional appearance and demeanor
- Sound financial skills
- Familiarity with swimming pool operations (if applicable)
- Character and commitment
Qualifications:
Experience
• Minimum of 3-5 years as an Assistant
• Manager at a club of similar size and stature or previous Clubhouse Manager
• Manager’s experience at a smaller club
Education
• Bachelors degree from a four year college or university.
• Hospitality Management major preferred. (Substantial private club or hospitality
industry experience may be considered in the absence of a formal college degree.)
Administrative
Certifications
• Certified Club Manager designation offered through CMA A-or current pursuit
of this designation-desirable.
Related Professional Organization
1733 King St.
Alexandria, VA 22314
(703) 739-9500
Fax (703) 739-0124
Recruitment Sources:
- Promote from within
- Word-of-mouth
- Network with fellow General Managers (locally and nationally)
- Contact Club Managers Association of America local chapter and National
Headquarters
- Publish opening on CMA A’s Club Careers Web site at www.clubcareers.org
- Hospitality college’s and university’s alumni newsletters and job listings
- Professional search firm
- On-line recruitment through ClubNet
Job-Specific Interview Questions:
1.
Do you feel you communicate well with current members? Give specific examples.
2.
How do you handle member suggestions/problems/feedback? Give at least one example of a
complaint and how you addressed it.
3.
Give examples of what you consider to be effective communication with subordinates. Why is
this effective? What different types of communication do you use and under what
circumstances?
4.
Give at least one example of a technique you have used to motivate employees, and explain its
outcome.
5.
Do you consider yourself an accomplished speaker or writer? Why? How can you enhance your
skills?
6.
How well do you interact with supervisors in other departments?
7.
How would past supervisors characterize your working relationship? And why?
Administrative
8.
What meetings do you currently conduct? Explain the steps you take in meeting-preparation,
execution and follow-up.
9.
Describe the process you use to analyze and prepare a budget.
10.
Describe how you manage stressful situations at work. Give an example of a stressful situation
and explain how you reacted.
11.
Tell me about the most difficult day you have ever had on the job. Why was it the most difficult?
What steps have you taken to avoid its recurrence?
12.
What is “proactive” management? What steps have you taken to be a “proactive” manager?
Notes:
Administrative
How to Hire a
Controller
Summary: Formally referred to as the accountant, bookkeeper, financial manager and auditor; the club’s
controller has become the equivalent of the corporation’s chief financial officer.
Potential Criteria:
- Relative accounting experience
- Properly analyzes financial statements
- Consistently monitors cash f lows
- Ability to analyze investment returns
- Applicable computer skills
- Supervisory ability
- College degree
- Related food and beverage experience
- Knowledge of pertinent federal and state employment laws and practices
- Knowledge and understanding of pension and retirement plans
- Ability to interact with members and employees
Qualifications:
Experience
• Five to seven years, with at least two years experience at the controller level or equivalent.
• Recommend experience at a Club facility or in the hospitality industry.
Education
• College degree preferred
• Recommend Bachelors degree in Business
• Administration with Accounting major or minor
Certifications
• Certified Hospitality Accounting Executive (CHAE)
• Certified Public Accountant (CPA)
Administrative
Hospitality Financial and Technology Professionals (HFTP)
Frank Wolfe, Executive Vice President/CEO
11709 Boulder Lane, STE 110
Austin, TX 78726-1832
Phone: (800) 646-4387 or (512) 249-5333
Fax: (512) 249-1533
Web site: www.hftp.org
- Place an advertisement in local and regional newspapers
- Contact other General Managers
- Local and national chapters of the International Association of Hospitality Accountants
- Contact HFTP job bank
- Contact Professional employment agencies
- Utilize local colleges and schools
- Contact a search firm
- Contact firm that performs the Club’s audit
1.
What qualities do you feel make you an excellent candidate for the position of controller at
(Name of Club)?
2.
What has been your relationship working with committees, boards of governors or owners of
the corporation?
3.
Give me an idea of the time-frame required for the completion of the monthly financial
statements and describe how they are prepared?
4.
Are you a member of HFTP?
5.
During your career as an accountant, describe the most difficult task or decision you have
had to make.
6.
Have you ever changed an accounting system? Explain.
7.
Have you had involvement with payroll, health insurance, property and casualty insurance and
pension programs?
Administrative
8.
What has been your involvement with fiscal year-end audits?
9.
What computer programs are you proficient in?
10.
Have you previously worked with a point-of-sale system? What did you consider the pros and
Cons of the system you used?
11.
Describe a typical day in your current position.
(Note: For this position a test may be considered a useful tool during the interview process. See example on
next page.)
Notes:
Administrative
Sample Accountant Test
1. The normal balance of the retained earnings account of a club is a:
a. Debit
b. Credit
c. Either a or b
d. Neither a or b
2. In order to record depreciation Expense, you would
a. Debit accumulated depreciation, credit depreciation expense
b. Credit accumulated depreciation, debit depreciation expense
c. Credit property and equipment, debit depreciation expense
d. None of the above
3. Refundable assessments are generally shown in the _______________ section of a
Club’s balance sheet.
a. Current assets
b. Property and equipment
c. Other assets
d. Long-term liabilities
4. Dividends paid would be shown in the ________________ section of the statement of
cash flow.
a. Operation activities
b. Investing activities
c. Financing activities
5. Which expense is not allocated to revenue centers, regardless of the allocation method
used?
a. Labor expense
b. Depreciation expense
c. Interest expense
d. Income tax expense
Administrative
6. The budgetary control process is completed when:
a. Variances are analyzed
b. Variances are determined
c. Causes of variance are determine
d. Action is taken to correct any problems
7. In a lawsuit, the plaintiff is:
a. The person against whom the lawsuit is filed
b. The legal representative of the person filing the lawsuit
c. The judge’s assistant in the courtroom
8. Which is a Liquidity Ratio?
a. Debt to equity ratio
b. Inventory turnover
c. Return in assets
d. Current ratio
9. Which is not an adjusting entry?
a. Posting cash journal
b. Recording prepaid insurance expense
c. Posting depreciation expense
d. Recording accrued wages
Answers:
1. b 2. b
3. c
4. b
Administrative
5. d
6. d
7. d
8. d
9. a
CASE I - Forecasting Food Sales
You are asked to forecast January 20x4 food sales for the Blue Club. The “average check”
approach is to be used, and information is provided as follows:
Year
20x1
20x2
20x3
January
Membership
1000
2000
4000
Frequency
Lunch Dinner
1.5
1.0
1.6
1.1
1.7
1.2
Average
Lunch
4.50
4.75
5.00
Check
Dinner
10.50
11.00
11.50
Other information:
• membership has stabilized at 20x3 levels
• more promotion is expected to double the increase in frequency experienced in the past
• prices are expected to increase 5% for lunch and 4.348% for dinner
Forecasted food sales:
Luncheon
Dinner
Total
If the incremental approach was used, approximately what percentage increase would provide
the same budgeted amounts for the luncheon and dinner food sales?
Luncheon
Dinner
Administrative
SOLUTION
CASE I - Forecasting Food Sales
20x4
January membership = 4,000
Luncheon frequency = 1.7 + 2(.1) = 1.9
Dinner frequency = 1.2 + 2(.1) = 1.4
Average check:
Lunch = 5.00 + (.05 x 5.00) = $5.25
Dinner = 11.50 + (.04348 x 11.50) = $12.00
Forecasted food sales
membership x frequency x aver. check = sales
Luncheon:
4,000 x 1.9 x 5.25 = $39,900
Dinner:
4,000 x 1.4 x 12.00 = $67,200
Total
$107,100
Incremental approach
Luncheon
Dinner
20x3
34,000
55,200
20x4
39,900
67200
Administrative
Difference
5,500
12,000
%Increase
17.35%
21.74%
CASE II - Forecasting Cost of Food Sales
You are to estimate the cost of food sales for the Blue Club for January 20x4.
The desired contribution margin per meal for luncheon and dinner are $3.00 and $7.50,
respectively.
Cost of food sold:
Luncheon
Dinner
Administrative
SOLUTION
CASE II - Forecasting Cost of Food Sales
FC = SP - CM
Cost of food sold = FC x membership x frequency
Luncheon
FC = $5.25 - $3.00
FC = $2.25
Cost of food sold = 2.25 x 4,000 x 1.9
Cost of Food Sold = $17,100
Dinner
FC = $12 - $7.50
FC = $4.50
Cost of food sold = 4.50 x 4,000 x 1.4
Cost of Food Sold = $25,200
Administrative
CASE I - Payback Approach
The Blue Club is considering a Color Laser Printer. You have been asked to help determine
which should be purchased.
Color Laser Printers
Cash investment
Useful life
Salvage value
Annual cash operating costs
Annual depreciation
Annual savings before deducting cost
IMB
$6,500
5 years
$500
$700
$1,200
$3,500
NRC
$6,000
5 years
$250
$800
$1,150
$3,500
Orange
$5,750
5 years
$-0$1,000
$1,150
$3,500
Using the payback approach, which color laser printer should be purchased?
Administrative
SOLUTION
CASE I - Payback Approach
Payback period =
initial investment
net annual cash savings
IMB
Payback period = 6,500/2,800 = 2.32 years
NRC
Orange
Administrative
CASE II - Net Present Value Approach
Using the NPV approach, which micro-computer should be purchased?
(Assume a discount rate of 12%.)
Administrative
SOLUTION
CASE II - Net Present Value Approach
Years
IMB
Annual Savings
Cash operating cost
Net annual cash flow
Salvage value
Total
P.V. Factor @ 12%
1
$3,500
2
$3,500
3
$3,500
4
$3,500
5
$3,500
700
700
700
700
700
2,800
2,800
2,800
2,800
2,800
-0-
-0-
-0-
-0-
2,800
2,800
2,800
2,800
x .8929 x .7972
x .7118
2,500
2,232
1,993
Total
3,500
3,500
Less: cash oper. costs
800
1,000
Net annual cash flow
2,700
2,500
x 3.6048 x 3.6048
9,733
9,012
142
9,875
-09,012
Less: initial outlay
6,000
5,750
NPV
$3,875
$3,262
Administrative
1,779
1,872
$3,876
Annual savings
P.V. of salvage value
250 x .5674
x .6355 x .5674
6,500
NPV
P.V. of annual cash flows
3,300
10,376
Less: initial outlay
P.V. factor for 5 years
500
CASE III - Differential of Income and Cash Flows
The Hills Club has provided financial information for the month of June as follows:
(1)
Account
(2)
Amount
(3)
Discussion
Sales
$100,000
20% is collected
$
during the month of
sale and 80% in the
following month. Sales
for May were $90,000.
Cost of Sales
45,000
Estimate payments for
food during June total
$50,000
Dues
10,000
All dues are collected in the
following month. Dues for
May were $11,000.
Payroll
40,000
Payroll is paid at the end of
each month.
Other Cash
Expenses
15,000
These are paid in the
following month. Other cash
expenses for May totaled
$13,000
Depreciation
5,000
Investment Income
3,000
(4)
Income Flow
$
To be received in three months starting July 1.
Mortgage Payment 20,000
Payment made on June 30 is
50% interest and 50%
principal reduction.
Purchase of
Range
Cash payment to be made on
on June 30.
10,000
(5)
Cash Flow
Complete columns 4 and 5 above. Column 4 (income flow) should reflect amounts in the
income statement, while column 5 (cash flow) reflects amounts in cash budget.
Administrative
SOLUTION
CASH III - Differentiation of Income and Cash Flows
(1)
Account
(4)
Income Flow
(5)
Cash Flow
Sales
$100,000
$92,000
Cost of Sales
-45,000
-50,000
Dues
+10,000
+11,000
Payroll
40,000
-40,000
Other Cash Expenses
-15,000
-13,000
Depreciation
-5,000
-0-
Investment Income
+3,000
-0-
Mortgage Payment
-10,000
-20,000
Purchase of Range
-0-
-10,000
$ (2,000)
(A) .20 ( 100,000 ) + .80 ( 90,000 ) = $92,000
Administrative
$ (30,000)
CASE IV - Estimation of Cash Receipts
You are to prepare a detailed schedule showing the cash receipts for June for the Kovanda
Klub.
The food and beverage sales over the last few months have been as follows:
March
April
May
June
$100,000
110,000
120,000
110,000
Of the total food and beverage sales each month, 40% are cash sales while the reminder are
credit sales. Historically, credit sales have been collected as follows:
Month after sales
Second month after sale
Third month after sale
Bad credit expense
70%
22
2
2
In addition to food and beverage sales for June, Kovanda Klub other income as follows:
1. Interest income $600 (cash received during June)
2. Fixed asset with a net book value of $400 was sold for $1,000
3. Dividends received $300
Administrative
SOLUTION
CASE IV - Estimation of Cash Receipts
Case receipts for June
1. Cash Sales:
110,000 (.4)
= $44,000
2. Collection of credit sales:
May
120,000 (.6) (.7) =
$50,400
April
110,000 (.6) (.22) =
$14,520
March
100,000 (.6) (.06) =
$3,600
= $68,520
3. Interest income
$
4. Proceeds from sale of fixed asset
$ 1,000
5. Dividends
$
Total =
Administrative
600
300
$114,420
CASE V - Revenue Variance Analysis
Billy’s Club budgeted 500 meals at an average price of $6.00 to be sold during the week of
May 8. Four hundred and sixty meals were sold at an average price of $6.20. Calculate the
volume variance and the price variance.
Administrative
SOLUTION
CASE V - Revenue Variance Analysis
Budget
500 x $6.00 = $3,000
Actual
460 x $6.20 = 2.852
Budget variance
Volume Variance
VV = AP (AV - BV)
VV = 6.20 (460 - 500)
VV = $248 (U)
Price Variance
PV = BV (AP - BP)
PV = 500 (6.20 - 6.00)
PV = $100 (F)
Administrative
$ 148 (U)
How to Hire a
Membership Director
Summary: Related titles include Membership Secretary, Director of Marketing and Sales, Account Executive,
and Sales Manager. Develops and implements programs, projects and activities designed to increase and retain
membership in the club. Keeps staff informed of membership issues, i.e. new members, resigned members,
classification changes, and prospects on site.
Potential Criteria:
- Self-motivated
- Self-starter
- Well-organized
- Outgoing personality
- Administrative expertise
- Computer literacy (Windows proficiency)
- Effective communicator
- Good telephone etiquette
- Willingness to become involved with local civic organizations
Qualifications:
Experience
• Private club experience preferred but not mandatory. Hospitality Industry, Chamber
of Commerce sales, Real Estate sales or leasing experience beneficial.
• Background in customer service positions a plus.
Education
• College or university degree preferred.
• Marketing, Public Relations or Hotel and Restaurant Management degree.
Administrative
Certification
• Certified Marketing Professional (available through Club Mark Corporation)
Related Professional Organizations
• Professional Women/Men of America
• Various Networking Organizations
- Advertise in local newspaper
- Post listing with local Chamber of Commerce
- Contact local college and university marketing programs
- Club Mark Corporation
14330 Midway Rd., Ste. 117
Dallas, TX. 75244
(214) 788-4848
FAX (214) 788-4242
1.
Tell me about your previous related experience.
2.
Sales:
How did you get involved in sales?
What is it about sales that you like?
What do you not like about sales?
At what point do you give up on a sale?
Explain how sales differs from marketing.
3.
Administration:
A.
How much computer experience do you have?
What programs?
How proficient?
B.
4.
5.
How would you organize a new department?
How much do you feel telephone follow-up contributes to a sale?
A.
How frequently should you contact a prospect?
B.
How forcibly?
C.
How do you feel about “cold-calling”?
How do you track leads or prospects?
A.
Tickler file knowledge
B.
Computer data tracking and knowledge
Administrative
6.
What sources have you used in the past to identify prospective members?
7.
Reporting procedures:
A. What kinds of reports should be necessary in a sales position?
B. How often did you report in your previous/current position?
8.
What makes a good salesperson?
9.
How do you feel about commission sales?
10.
How long have you lived in the area?
11.
What are your expectations of this position?
A. Days and hours
B. Responsibilities
C. Salary
D. Commission
Notes:
Administrative
The Heartbeat of Your Membership
* Membership Marketing *
It has been said that “the eyes are the windows of the soul.” This adage may or may not have any
validity; however, some things are difficult to measure or quantify, such as the critical criteria for the leader of
your membership efforts. The Membership Secretar y (or Membership Director), most
certainly should be “the Heartbeat of your membership.”
As private clubs began to evolve in Europe, the Membership Secretary was one of the most revered
positions in the overall association. When Francisco Bianco turned his famed London coffee house into “White,”
the private club, one of his first decisions was who should be the one to ensure that the club was
meeting the needs and expectations of the membership. He decided on a retired military officer and gave him
the title of Secretary. At that time, the position was one of great prestige and envy. It was the Membership
Secretary who took receipt of any new proposals to elect a non-member into the select group of individuals
who were already members. It was the Membership Secretary who made sure that seconding letters were
attached and that all background investigations had been done before the name of the posted new member was
“put up” for the membership prior to the voting of the Admissions Committee. Incidentally, the Membership
Secretary served as a standing advisor to the Admissions Committee. (So much for history.)
Although two centuries have come and gone, and the private club industry has changed with the times,
these primary responsibilities should never change. As a Club Manager, you certainly understand that the truly
worthwhile attributes of a prospective member of your team are not depicted on a resume. Membership
Secretaries are no different. The following are guidelines for ferreting out the “Heartbeat” of your membership.
Today, prospective members are looking for value, variety and f lexibility in their club. The role of the
membership person has become far more complex as the marketplace has become more demanding. The
selection of your membership personnel is critical to the success of your club.
The successful candidate will have a certain attitude or character. They must be keenly perceptive to
pick up on exactly what the prospective member is looking for in a private club. Should the club be unable to
fulfill those expectations, then the ability to empathize with the prospective member and suggest alternatives
that may be acceptable is another essential virtue. Practical judgement (the ability to appreciate the
functionality and material values the prospective member is looking for in a private club, and to then
pragmatically organize the presentation of the club to the prospective member and their family) is another
critically important quality.
The successful candidate will also have very high self-esteem and will be poised, well-read and welltraveled. After all, the market they will be meeting falls into a portion of our society with all of these traits.
Finally, most “superstars” have an excellent capacity for self-direction. This is the attribute that allows
one to assess one’s successes or failures in building and retaining a solid membership base and, perhaps even
more importantly, gives one a strong sense of, idealistically, the pulse of the general membership at any given
time. Hence, the Heartbeat!
If the General Manger of a club can identify an individual with these qualities, then the selection of the
Membership Secretary becomes much easier and less of a gamble.
Administrative
Once the Membership Secretary has been selected, his or her education of the private club industry
becomes the next important factor. Not until there is an understanding of private clubs, their philosophy, their
language and their culture, can the Membership Secretary be prepared for the intensive training required to
successfully matriculate new members and concurrently retain existing members. Market strategy is always
ongoing, as the market is continually changing. Membership Secretaries must constantly keep abreast of the
market changes in order to adjust and adapt their skills to meet their long-term goals and the club’s objectives.
When these requirements have been met and the education process is complete, fixed compensation
(i.e., base salary) can now be kept to a minimum. Now that the confidence level exists, real compensation can
and should be based on bonuses derived from a percentage of revenue goals met. In addition to becoming a
monetary motivator to the employee, this method sufficiently keeps the membership costs of goods at a
minimum. The competency and compensation should now mirror the Membership Secretary’s attitude.
Motivation is quite another thing. Many club employees look at the Membership Secretary as a “prima
donna.” This is only because they do not fully understand the importance of a club’s dues line and its initiation
fees. After all, their interest is normally in golf course revenues or in food and beverage revenues. It is most
important that all relevant department heads understand and share the overall membership philosophy and the
contribution that membership revenue makes to the club’s financial viability. Only then can the Membership
Secretary depend on their cooperation and enthusiasm, truly an intricate part of membership motivation.
Check the Heartbeat of your membership regularly, listen to what it is telling you and chances are your
club will enjoy a happy, full and active, complement of members.
There are various methods (some much better than others), available to determine whether the
candidate for your club membership person possesses the necessary characteristics referred to in this article.
P.S. In this writer’s opinion, although marketing expertise is imperative, there is nothing “clubby,” not
to mention exclusive, about giving the title of “Director of Sales” or “Director of Marketing” to the Heartbeat
of your club!
Prepared by Donna Hendricks: Donna Hendricks & Associates
6224 Beacon Hill
Plano, TX 75093
(972) 403-1930
FAX: (972) 403-0491
Administrative
How to Hire a
Summary: The position of Human Resource Director is relatively new to the Private Club. Primarily, only
larger clubs have added these positions to their staff. The position’s responsibilities include hiring, orientation
programs, termination, employee benefits, employee safety and workers compensation.
Potential Criteria:
- Bachelors or Masters degree in Human Resource Management
- Experience as a Human Resource Director
- Knowledge of Equal Employment Opportunities and Affirmative action
- Computer literacy
- Knowledge of Americans with Disabilities Act
- Experience with Workers Compensation Laws and Benefits
- Knowledge of unemployment insurance laws and benefits
- Knowledge of specific state laws and statutes
Qualifications:
(Note: Experience levels (A,B,C) and education levels (A,B,C) should be considered in
relation to one another.)
Experience
Education
A. Two years experience in Hospitality Industry
Human Resource Management position.
A. Masters degree in Human Resource Management.
B. Three to five years experience in Human
Resource Management within the Hospitality
Industry.
B. Bachelors degree in Human Resource Management.
C. Five to eight years diversified experience within
a Human Resources department and a minimum
of three years in a Human Resource Management
position.
C. College degree in Business or other related fields.
Administrative
Certification
• Certified Human Resource Manager
Society for Human Resource Management (SHRM)
606 North Washington Street
(703) 548-3440
FAX (703) 836-0367
- Advertise in the local newspaper
- Contact fellow General Managers
- Local Hospitality Human Resource Association
- Society of Human Resource Managers Association
- Local Hotel/Motel Association
- Executive Search Firm specializing in Human Resource Profession.
- Contact local Human Resource Management companies
1.
Have you ever developed a Recruitment & Marketing Plan for your organization?
If so, what are the goals, strategies, resources and other components of the plans?
2.
What recruitment sources have you found to be most effective for your operation?
3.
Describe the hiring policies and termination procedures used in your organization?
4.
What is the approval-to-hire process and who has the authority to extend offers?
5.
Explain how your employee records are organized and the legal record keeping requirements for such
records?
6.
How does Human Resources interface with Accounting/Payroll Services?
7.
What audits should be conducted in the Human Resources Department and by whom?
8.
What steps have you taken to prevent employee injuries, violations of the ADA, and/or sexual
harrassment? If you have had any of these complaints, how have you handled them?
9.
Describe how your department is organized with regard to benefit administration, employee
relations programs and training? Has it been effective? Why or why not?
Administrative
10.
Discuss how you would go about developing a HR budget for the Club.
11
Have you conducted a Compensation and Benefits Survey? What useful information can be
obtained from the survey to improve the clubs’ overall salary and compensation program?
12.
Provide one scenario which would require you to attend an Unemployment Hearing and one
scenario that would require you to attend a Charge of Discrimination Hearing. Explain what
information you would need, how to gather it and the manner in which you would present it
at the hearings.
13.
How is the concept of cultural diversity addressed in your workplace?
14.
Is nepotism practiced in your organization? If so, what guidelines have been established to
ensure that fair treatment is practiced?
15.
Have you conducted an employee opinion Survey? What was its purpose? How did you
evaluate the information? What plans and actions were developed to address employees’ issues
and concerns? Who was involved in communicating the results?
16.
Have you ever developed an employee handbook or newsletter? What issues must be taken into
consideration when publishing such documents?
17.
What has been your experience in organizing focus groups for management and hourly employees?
18.
Tell me about conf lict and stress-management in relationship to your management team. What
resources or training programs would you implement to address these types of situations?
19.
What involvement have you had with establishing a Substance Abuse Policy/Counseling Process
and/or Screening Program?
20.
In what ways do you think Human Resources has an impact on the Club financially and
operationally?
21.
What are your strengths and in what areas would you like to improve?
22.
What contributions can you make at this Club that you were not able to make in your previous
jobs? What were the obstacles that prevented you from accomplishing these goals?
23.
Describe how you think upper management/peers/and hourly employees perceive you in your
role. What is true about such observations and what is most misunderstood?
24.
Do you view this position as a “Career Step,” “New Adventure” or one that will provide a
“Comfort Zone” because you’ve paid your dues in previous positions?
Administrative
25.
What would be your expectations from this organization and from your supervisor?
26.
What personality traits help to ensure an effective human resources professional and leader?
Notes:
Administrative
Food and Beverage
1.
Assistant Manager
2.
Executive Chef
—A Profile of the ACF
—ACF Certification
—Employer Considerations in Hiring a Club Chef
3.
Catering Director
4.
Purchasing Manager
Food and Beverage
How to Hire an
Assistant Manager
Summary: Related titles include Beverage Manager, Dining Room Manager, Food and Beverage Director and
Banquet Manager. Depending on the size and organizational structure of the Club, the Assistant Manager’s
responsibilities may encompass the duties described by the various related titles.
Potential Criteria:
- College or university graduates with an Associates or Bachelors degree (Preference to
individuals with degrees in Hotel and Restaurant Management)
- Server training experience
- Kitchen experience or culinary training
- Bartending experience
- Ordering and receiving experience
- Previous private club experience
- Professional appearance
- Involvement in related organizations
- Previous supervisory experience
- Positive attitude
- Willingness to work required hours
- Participation in student chapter of CMA A or related professional organizations
Qualifications:
Experience
• Private Club experience preferred.
• Experience in restaurants, hotels or other fields in the hospitality industry also
beneficial.
• Years of managerial experience typically ranges from 0 to 5 years depending on
specific club requirements.
Education
• College or university degree. (Preference to individuals with degrees in Hotel and
Restaurant Management.)
• Emphasis may be placed on Grade Point Average if evaluating students with little or
no practical experience.
Food and Beverage
Certification
• National Restaurant Association Certifications in sanitation, nutrition, and responsble
alcohol service are all available to students majoring in Hotel and Restaurant
Management programs.
1733 King Street
(703) 739-9500
FAX (703) 739-0124
- Word-of-Mouth
- Fellow General Managers
- Local colleges and universities
- College and University Hospitality Management programs
- CMA A Mid-Management Opportunities List on www.clubcareers.org
- CMA A Faculty advisors and student chapter liaison managers
- Professional search firm
1.
What creative achievement in this field are you most proud of?
2.
Where in the private club field do you see yourself in three years? In five years?
3.
What class in college do you feel best prepared you for a job in private clubs? Why do you feel
that way?
4.
What is one major difference between private clubs and hotels?
5.
What has been the most difficult career decision you have ever had to make?
6.
Did you belong to a hospitality-related student organization? What were your duties? What did
you learn that will help you?
7.
Describe how to properly serve a member food and beverages.
8.
If a member “bad mouths” a fellow manager to you, how would you respond?
Food and Beverage
9.
Describe in detail what you can add to this club and what you would like to gain from working
here.
Notes:
Food and Beverage
How to Hire an
Executive Chef
Summary: The Executive Chef is the most highly skilled member of the culinary team and is ultimately
responsible for all activities in the kitchen. A club chef must be versatile and possess a sincere “love for the
kitchen” with a dedicated desire to please the membership. In addition to being a talented craftsman able to
create and produce quality food products, the chef must be a capable administrator. He/She must know how
to control costs, meet deadlines, practice proper sanitation, relate well to the club’s membership and provide
leadership for the culinary staff.
Potential Criteria:
- Graduate from Culinary school
- Associate degree from a technical college culinary arts program
- ACF certification as Certified Executive Chef
- Experience as a Sous Chef
- Chef de Cuisine or Executive Chef for a quality hotel, restaurant, private club or resort
- Completed Apprenticeship program with ongoing experience
- Extensive exposure to American regional or ethnic cuisines
- Personal accomplishments in culinary competitions
- Recognized as a culinary instructor, teacher or mentor
Qualifications:
Experience
• 5 years minimum as a Sous Chef or
• Executive chef in a quality restaurant, hotel, resort or country club
Education
• Two-year or four-year college or university degree in culinary arts
• Completion of an apprenticeship either in the U.S. or abroad
Food and Beverage
Certifications
The following certification progression is offered through the American Culinary
Federation.
• Certified Cook, Certified Baker
• Certified Working Chef, Certified Pastry Chef
• Certified Exec. Chef, Certified Exec. Pastry Chef
• Certified Master Chef, Certified Master Pastry Chef
• Responsible Service of Alcohol
American Culinary Federation (ACF)
Don Richetti, Executive Director
Box 3466
St. Augustine, Fl 32084
(904) 824-4468
FAX (904) 824-4758
- Network with other General Managers
- Contact local chapter officers of the American Culinary Federation
- National Headquarters of the ACF
- Culinary Institute of America/ Johnson and Wales University or other recognized Culinary
colleges
- Local college culinary arts instructors
- Advertise in chef publications
- Advertise in restaurant or country club trade publications
- Direct mailing to all ACF members in the club’s geographic location
- Contact local food purveyors
- Search consultants specializing in Chefs
1.
Provide some copies of breakfast, lunch, hors d’oeuvres, dinner and banquet menus that you
have developed. Why did you choose these items and format?
2.
What experience and formalized training have you had in the following areas: Garde manger,
ice sculpting, and buffet setup?
3.
Please provide an organizational chart including positions and number of employees in your
current operation.
Food and Beverage
4.
What has been your experience and training with food and wine pairings?
5.
What do you consider when calculating food cost?
6.
What is your philosophy regarding food inventory?
7.
What do you think an appropriate labor cost should be for operating a full-service club?
8.
When you consider your skills as a professional chef:
What area concerns you the most about your ability?
What do you consider your most significant strengths?
9.
What achievements are you most proud of?
10.
If you were to create a gourmet dinner for the Club’s Board of Directors, what would you serve and
why?
11.
Explain your capabilities to cook various ethnic cuisines. In which cuisine do you consider
yourself most proficient?
12.
What is your definition of a good relationship with the front of the house?
13.
What do you consider to be the most important qualities of the Club Chef?
14.
What is your definition of a great meal?
15.
How would you approach the accusation of food poisoning?
16.
How would you propose to keep menus fresh and appealing for the membership?
17.
Explain the most difficult day you have ever encountered working in a kitchen. What steps have
you taken to prevent these events from recurring?
18.
If a purveyor offered you a free box of steaks, delivered to your house, what would you do?
19.
Are you willing to actually prepare a meal as part of the interview process?
20.
Describe your management style.
21.
How do you handle constructive criticism and input from the management staff?
Food and Beverage
Notes:
Food and Beverage
Employer Considerations in Hiring a Club Chef
The club system throughout the United States offers unlimited potential for America’s chefs and cooks. The
variety of culinary experiences that clubs offer their members must be ever-changing and continuously
improving in order to capture their imagination and patronage. This is a perfect opportunity for the chef to
practice the culinary profession, as clubs are so dependent upon the quality and consistency of their food. The
chef who can meet and exceed these demands must be a true professional. In fact, many of today’s successful
club managers started in a club kitchen as a cook, rose through the ranks to chef, then moved into club
management. There are a number of CMA A members who hold the title of Certified Executive Chef (CEC) from
the American Culinary Federation Educations Institute.
Club managers recognize the validity of professional certification through their Certified Club Manager (CCM)
program. The American Culinary Federation Educational Institute (ACFEI) identifies professional chefs and
cooks through its certification program. I would like to introduce you to the requirements and benefits of the
ACFEI program.
The ACFEI is the educational foundation of the American Culinary Federation (ACF), the largest professional
organization of chefs and cooks in the United States. Primary activities of the ACFEI are the national
Apprenticeship program for cooks and bakers, accreditation of culinary arts programs in schools and colleges
and the national Certification program of chefs and cooks.
Professional certification of chefs and cooks is a lifelong program, as evidenced by the more than 3,000
certificates issued ranging from certified cook to lifetime certification as a master chef. Those chefs and cooks
that are certified have met educational, experience competency and professional association activity
requirements. These levels and requirements are the basis of the ACFEI Certification program and bear further
explanation.
There are three different certification tracks: cooking, pastry and education. The cooking and pastry tracks
each have four different parallel levels, while there is one certification available in the educational track,
Certified Culinary Educator (CCE). The cooking and pastry tracks begin with Certified Coo (CC) and Certified
Baker (CB), the rise to the next level of Certified Working Chef (CEC) and Certified Pastry Chef (CPC). Certified
Executive Chef (CEC) and Certified Executive Pastry Chef (CEPC) are the next and most populated levels.
Finally, there are the coveted designations of Certified Master Chef (CMC) and Certified Master Pastry Chef
(CMPC).
The educational requirements rise with the level of certification. Certified cooks and bakers must be graduates
of an ACFEI Apprenticeship program, graduates of a post-secondary culinary arts program in an accredited
college or school, or must have completed a written exam. The educational requirements for the working and
executive chef level in both cooking and pastry include mandatory requirements in Nutrition, Supervisory
Development and Sanitation. An intensely concentrated 10-day program of classes and testing is required to
obtain certification as a master chef or master pastry chef. Once certified, continuing education or a rise in
level is required every five years in order to remain in the certification program.
The strenuous experience requirements are the backbone of ACFEI certification, as the
system is designed to reward only those culinarians who have extensive experience. Certified cooks and
bakers must document three years’ experience, certified working chefs and pastry chef require at least four
years of experience; and certified executive chefs and executive pastry chefs require at least seven years of
experience. Master chefs and master pastry chefs require certification as an executive chef or executive pastry
chef plus the examination. Further examination of the experience at the level applied for is counted. This
means that a cook or chef is eligible for certification only after years of stable experience at the level they are
applying for.
Association activities are the professional duties performed in the American Culinary Federation either as a
member of a local chapter or as a member-at-large. These may be waived for new member that meets all of the
other requirement, but has not attained the required minimus. A provisional certificate may be earned, the
provision being that the recipient has five years to comply with the Association Activity requirement.
A self-evaluation of more than 100 industry-identified skills must be completed, then verified by at least two
certified chefs. These skills include all areas of culinary preparation, as well as management and supervision
techniques.
Employer Considerations
When hiring a new chef, what should the employer look for? I urge you to look for an ACFEI certified chef or
cook. Even at the beginning level of certification, a Certified Cook (CC) has completed formal culinary arts
training or passed a test and is usually ready to begin the rise through the managerial side of the kitchen. This
person may have as many as three years experience as a sous chef or chef, but cannot yet meet the experience
requirement of working chef. In some clubs, this may be the best person to fill your position.
It is important to realize that a Certified Working Chef can also be a wise choice. This chef has at least four or
more years experience as a sous chef and probably has had some experience as an executive chef, but not the
seven years required for certification as an executive chef. Almost every CWC in the ACFEI program is
currently working as an executive chef.
Are there any guarantees? Certainly not as people change and acquire different habits over time. You should still
evaluate and verify their experience as to the type of operation they worked since the ACFEI certifies
culinarians in all types of food service settings. The ACFEI also pre-screens its certification applicants which
should help you in choosing the right person for a position.
Your current chef, sous chef, pastry chef and cooks can be certified which, in turn, will help to project a
positive, professional image of your club to its members and the public in general. The ACFEI will gladly accept
new applicants from any ACF member.
I encourage you to ask for certification documents of anyone representing themselves as being certified. You
may call the ACFEI Certification Office at (904) 824-4468 to verify the certification date and level of anyone that
is in our program. Every ACFEI-certified culinarian has been provided with both a certificate and a wallet card,
but please call if there is any question.
ACFEI certification is a growing program of which you should be aware. The certified cook or chef is a stable
professional that has education and experience. He has provided documentation of his background and
experience to the ACFEI and his skills have been judged by other certified professionals. There are public and
member relations advantages to hiring a certified professional. I encourage you to consider this program and to
take advantage of it.
For more information on hiring a club chef, please contact the American Culinary Federation at
(904) 824-4468.
L. Edwin Brown, Executive Director
For More Information on Hiring
a Chef for Your Club, Contact:
Address:
American Culinary Federation, Inc.
10 San Bartola Drive
St. Augustine, FL 32086
Telephone:
(904) 824-4468
Fax:
(904) 825-4758
E-mail:
[email protected]
Website:
www.acfchefs.org
We also recommend that you review CMA A’s new Bookmart resource Getting to Know Your Executive Chef
(Item #3037). You can order it by calling (800) 847-6977 or by visiting the On-line Marketplace at
www.cmaa.org/bookmart/list.
Food and Beverage
How to Hire an
Catering Director
Summary: Related titles include Banquet Sales Manager, Director of Catering, Special Events Coordinator,
Account Executive and Party Planner. Responsibilities generally include booking member functions and club
events, forecasting projected banquet sales and promoting the clubs banquet and private party facilities.
Potential Criteria:
- College degree
- Food and Beverage service experience
- Experience in private country clubs
- Professional appearance
- Sales and Marketing background
- Computer literacy
- Menu planning capabilities
- Strong financial skills
- Banquet management experience
Qualifications:
Experience
• 3-5 years experience with thorough understanding of food and beverage, restaurant
operations, banquet planning, banquet management and sales forecasting
Education
• College or university degree preferred
• Hospitality or Marketing major
Certifications
• Specific certifications may be earned through large hotel companies
Food and Beverage
National Association of Catering Executives (NACE)
60 Revere Drive, Suite 500
Northbrook, Illinois 60062
Phone (847) 480-9080
Fax (847) 480-9282
- Word-of-Mouth
- Place advertisement in the local paper
- Contact local chapter of NACE
- Direct mailing from club manager to all members of the local NACE chapter
- Contact National Headquarters of NACE
- Contact local Hotel Catering Directors and Food and Beverage Managers Association
- Place advertisement in restaurant trade journals
1.
Have you made a difference in your present operation by increasing banquet sales and
providing improved member service? If so, how?
2.
What type of supervisory banquet experience do you have? Explain your banquet service system.
3.
Describe the steps involved in preparing a budget and sales forecast.
4.
What has been your experience in dealing with chefs and kitchen staff?
5.
How do you communicate with members and fellow employees when there is a problem?
6.
What type of experience do you have with desktop publishing and how do you use it in your
work?
7.
What computer catering programs are you proficient in?
8.
What experience do you have with Club newsletters?
9.
On a scale of one to ten, rate yourself on the degree of detail in your work. Explain.
10.
When working on a large project do you prefer to set the deadlines for completion or have
deadlines set for you?
Food and Beverage
11.
What methods do you use to increase your food and beverage knowledge?
12.
Have you ever had a double-booking? If so, why did it happen? If not, what specifically have
you done to prevent it from happening?
Notes:
Food and Beverage
How to Hire an
Purchasing Manager
Summary: Related titles include Procurement Director, Storeroom Manager or Purchasing Agent. Responsible
for the procurement of all products, equipment, supplies, furniture and other purchases. Assists in the
development of purchase specifications; selects suppliers, establishes bidding and ordering procedures, and
helps develop effective source document f low through the club.
Potential Criteria:
- Proven ability to identify fresh food products
- Certification in sanitation
- College or university degree
- Computer literacy
- Excellent communicator
- Neat appearance
- Able to identify, establish and develop effective inventory control system
- Understanding of price volatility with regards to purchase of seasonal food items
- Past hospitality industry experience in ordering and receiving of food and other
supplies
Qualifications:
Experience
• Three years experience as a purchaser in the Hospitality industry.
Education
• High school degree acceptable.
• College or university degree in Hotel and Resturant Management, culinary arts or
accounting preferred.
Food and Beverage
Certification
• Certified Purchasing Manager offered through the National Association of Purchasing
Managers
National Association of Purchasing Managers (NAPM)
P.O. Box 22160
Tempe, AZ 85285-2160
- Newspaper advertisement
- Promote from within experienced kitchen employees
- Local college or university Hospitality Management program
- Local Culinary Arts College
- Local Purchasing Managers Association
- Fellow country club General Managers
- Network with food sales representatives currently servicing the club.
1.
What types of seasonal fruits and vegetables are uniquely available during the four
seasons? Give examples from each season.
2.
What types of seafood are least expensive during the summer months?
3.
When checking prices for a specialty item, how many sources do you usually compare?
4.
Describe your current receiving practices for fresh fish, produce and dairy products.
5.
Describe the inventory system currently in place at your present job.
6.
What percentage of your job is “hands-on” and what percentage is administrative? Describe a
typical day in detail.
7.
Explain the formula used to calculate cost-of-goods-sold percentage.
8.
Explain the current filing system you use to organize your vendor information.
9.
Do you feel that others consider you an effective communicator? Why?
10.
What type of food and beverage experience do you have?
Food and Beverage
11.
Describe the process you currently use to evaluate the prices of your purveyors. How
frequently do you compare prices?
12.
Have you ever been approached by a vendor offering you a gift to purchase from them? If so,
how did you handlethe situdation?
13.
Describe how you receive a case of iced chicken, cryovac meat, a case of lettuce and fresh fish.
14.
What do you do if you discover a discrepancy in an invoice?
15.
How do you keep the chef informed as to variations in the market?
Notes:
Food and Beverage
1.
Chief Engineer
2.
How to Hire a
Chief Engineer
Summary: Related titles include Engineer, Maintenance Engineer and Engineering Manager. Position oversees
all mechanical areas of the club facility and the grounds to keep the club functioning at top efficiency.
Responsible for selecting, training, and supervising the engineering staff.
Potential Criteria:
- Mechanically inclined with all around knowledge of mechanical systems, plumbing,
electrical and HVAC.
- Specialized training and skills in refrigeration
- Hands on capabilities for repairs
- Organizational abilities to coordinate club projects and renovations
- Understanding of energy management and related systems
Qualifications:
Experience
• Six to eight years of previous experience as an Assistant Engineer
Education
• Associates degree or higher from a technical college
• Evidence of continuing professional development
Certifications
• Stationary Engineer First Grade License
• CFC Refrigeration License
American Society of Mechanical Engineers
345 East 47th St.
New York, N.Y. 10017-2392
Information Line (800) 843-2763
- Word-of-mouth
- Contact current mechanical firms doing business with club.
- Contact American Society of Mechanical Engineers’ regional or national offices.
Job Specific Interview Questions:
1.
What types of preventative maintenance programs are you familiar with and how are they
administered in your present position?
2.
Explain your experiences with energy-management programs.
3.
What is your definition of achieving success in your present position?
4.
How do you establish and control your department’s operating budget?
5.
Discuss your philosophy regarding maintaining a workshop.
6.
How have you saved your current employer money in their maintenance budget?
7.
What do you feel has been your greatest accomplishment in working as a Chief Engineer?
8.
Describe emergency maintenance procedures used with your current employer. What is your
role in these procedures?
9.
If you were to develop a five-year capital budget for the maintenance department of the club,
how would you develop it and what would it include?
10.
What is your relationship with your supervisor?
11.
What have you done in the last year to increase your engineering knowledge and skills?
12.
Has your present employer had any building projects or renovations since you have been with
the company? If so, describe the project and your role throughout its completion.
13.
Describe your relationship with city inspectors.
Notes:
How to Hire a
Summary: Directs the club’s security operations designed to protect employees, members, guests, assets and
property. Implements security and emergency procedures and supervises security guards.
Potential Criteria:
- Previous law enforcement experience
- Extensive knowledge of first aid, fire protection and other emergency procedures
- Ability to train
- Experience in investigations
- Knowledge of local and state laws
- Administrative capabilities
- Authoritative presence
Qualifications:
Experience
• Former or current law enforcement officer with 10-15 years on-the-job experience
Education
• Associates degree in Law Enforcement
Certifications
• Applicable for candidates from the private sector who do not have law enforcement
experience. (i.e. State Security Guard Licenses)
• No national organization currently exists.
• All certification is done by state agencies.
- Advertise in area newspapers
- Local Police Department
- Local law enforcement unions or police association’s newspapers
- Retired federal agency employee (FBI, ATF, Secret Service, Homeland Security)
1.
What type of work have you been involved with as a safety/security provider?
2.
Have you had experience handling investigations and how do you direct an investigation?
3.
Would you be willing to take training to refresh your knowledge of liquor and other industry
related laws and regulations?
4.
Have you ever had an altercation with a member or employee? What were the circumstances?*
5.
Why did you leave the department?
6.
(If the candidate has not been involved in law enforcement) What qualities do you possess that
would make you a better candidate then someone with an extensive law enforcement
background?
7.
In your opinion, what is the most important aspect of a Security Director’s position?
8.
In what areas of this operation have you noticed room for improvement? What would you do
to immediately improve our security?
Notes: *Reminder to the interviewer: This is a sensitive position; doing a thorough background check on the
applicant would be appropriate.
Golf
1.
Golf Professional
—PGA of America Literature
2.
—GCSA A Literature
Golf
How to Hire a
Golf Professional
Summary: The position of golf professional encompasses all activities associated with the game of golf. These
may include, but are not limited to, managing the golf shop and driving range, supervising professional staff,
enforcing all Club rules and regulations, overseeing the Club’s handicap system, providing competent golf
instruction for all levels of players, supervising the rental and maintenance of golf carts and reporting the activities of the operation to the Golf Committee.
Potential Criteria:
- Member of the Professional Golfers Association of America
- Private club experience
- Previous experience as a Head Golf Professional
- Former PGA Tour player
- Experience hosting a professional golf tournament
- Commitment to teaching
- Standing in local club community
- Standing in Professional association
Qualifications:
Experience
• Has met PGA criteria for Head Professional Sufficient experience in private clubs as
either an Assistant or Head Golf Professional
Education
• College degree preferred
• Recommend Bachelors in Business or related major
Certifications
• Class-A Certification through the PGA of America
Golf
United States Golf Association (USGA)
David Fay, Executive Director
Golf House
Far Hills, NJ 07931
(908) 234-2300
FAX (908) 234-9687
Professional Golfers Association of America (PGA)
Jim Awtrey, Executive Director
100 Avenue of the Champions
Palm Beach Gardens, FL 33410
(407) 624-8400
FAX (407) 624-8452
- Word-of-mouth
- Contact fellow country club General Managers
- Contact local country club professionals
- Contact nearest PGA section headquarters
- List opening in National PGA Employment Bulletin
- Utilize PGA Career Links program
- Professional search firms
- Current club members (especially those with memberships at multiple clubs.)
1.
What is your philosophy in operating a golf shop? Explain how you maintain inventory, pur
chase, and promote merchandise.
2.
What is your teaching philosophy? What unique tools or system do you use?
3.
Describe a typical day in your present position.
4.
What type of computer programs (i.e. tournament software) are you familiar with?
5.
Explain your current relationships with your Golf Course Superintendent, Tennis Professional
and General Manager.
6.
How is the golf operation budget prepared at your current facility?
Golf
7.
Describe the methods you have used to communicate with the General Manager and/or other
club department heads.
8.
Please rank by order of importance to you-and then in importance to the club-the following
responsibilities:
Teaching
Playing with members
Merchandising
Training
Playing in tournaments
Committee relations
Continuing education
Explain your ranking of these items.
9.
How many hours do you feel a head professional should work each week?
10.
What kind of experiences have you had with caddie programs?
11.
What has been your past involvement with bagroom and other related golf operations?
Notes:
Golf
For More Information on Hiring a
Golf Professional for Your Club, Contact:
Address:
Telephone:
Professional Golfers’ Association of America
100 Avenue of the Champions
P.O. Box 109601
Palm Beach Gardens, FL 33410-9601
(800) 314-2713
Fax:
(561) 624-7615
Web site:
www.pgaonline.com
Golf
How to Hire a
Summary: The Golf Course Superintendent is responsible for every facet of the day-to-day and long-term
management of the golf course and Clubhouse grounds.
Potential Criteria:
- Degree in agronomy or horticulture
- Certification as a Golf Course Superintendent
- Excellent verbal and written skills
- Ability to speak a second language
- 5-10 years experience as a superintendent at a resort or private club
- Specific experience with turf grasses and geographical climates in your area
- Proven ability to train staff
- Ability to prepare and implement a formal budget
- Certified applicator designation
- Proven ability to establish top quality maintenance standards
Qualifications:
Experience
• Substantial experience as an intern or assistant golf course superintendent.
• Specific experience with the types of turf grass grown on your course and the weater
conditions privy to your geographical location.
Education
• Bachelors degree in a field related to agronomy or horticulture, or a degree from an
intensive, two-year turf-grass management program.
Golf
Certifications
• Certified Golf Course Superintendent (GCSA A) is a title earned by satisfying
a number of educational and experiential requirements, successfully completing a
rigorous six-hour examination and demonstrating to their peers an outstanding
ability to maintain high quality standards in golf course management.
Golf Course Superintendents Association of America (GCSA A)
1421 Research Park Dr.
Lawrence, KS 66049-3859
(913) 841-2240
- Contact fellow country club General Managers
- Contact local Golf Professionals
- Advertise in Golf Course Management Magazine
- Advertisement in other golf related publications
- Contact the local chapter of the GCSA A
- Contact the GCSA A national headquarters to have the position listed with the
Employment Referral Service.
- Contact colleges and universities with agronomy or turf grass management programs.
Utilize faculty alumni newsletters or career placement services at those universities.
1.
What is your opinion of whether Poa Anna and Kikuyu grass can or should be controlled?
2.
Annual rainfall is about 15 inches, with very little from May to November. Discuss brief ly what
you would anticipate your irrigation practices to be.
3.
Discuss brief ly the use of mechanical tools such as aerifiers, verti-cuts, etc. versus cultural
practices to accomplish the same goals.
4.
On fairly heavy soils, please indicate the annual amounts of nitrogen, potassium and sodium
that you feel are required for tees, fairways and greens.
5.
What sort of formalized equipment replacement program have you implemented at your club?
6.
The fairways and roughs are currently a mixture of both cool and warm-season turf grasses.
What processes are necessary to manage these types of grasses simultaneously?
7.
Do you use a stimpmeter in your greens maintenance program? How?
Golf
8.
What meetings and seminars do you currently attend and what do you hope to gain from them?
9.
How do you currently interact with your membership, greens committee and club management?
10.
Brief ly discuss your bunker maintenance program.
11.
What methods of communication to golfing members do you use when aerifying or
overseeding the course?
12.
How do you feel about USGA specifications?
13.
How critical to you is continuing education?
Notes:
Golf
For More Information on Hiring a Golf Course
Superintendent for Your Club, Contact:
Address:
Telephone:
Golf Course Superintendents Association of America
1421 Research Park Drive
Lawrence, KS 66049-3859
(785) 841-2240
Fax:
(785) 832-4449
E-mail:
[email protected]
Web site:
www.gcsaa.org
We also recommend that you review CMA A’s new Bookmart resource Getting to Know Your Golf Course
Superintendent (Item #3018). You can order it by calling (800) 847-6977 or by visiting the On-line
Marketplace at www.cmaa.org/bookmart/list.
Golf
Tennis
1.
Tennis Professional
—USPTA Literature
—General Fact About the USPTA
Tennis
How to Hire a
Tennis Professional
Summary: Related titles include Head Professional, Director of Tennis and Racquets Professional. The Tennis
Professional is directly responsible for all activities within the Tennis operation. These may include personal
ownership of the tennis pro shop, providing competent instruction, training professional staff, enforcing the
club’s rules and regulations and representing the club in professional tennis activities within the community.
Potential Criteria:
- Former Tour player
- Extensive teaching experience
- Designated USPTA certification
- 4-5 years experience as an Assistant Tennis Professional
- Proven knowledge of court surfaces and proper maintenance techniques
- Competitive playing experience
- Proven success as a tennis coach
- Sound financial skills (Important if Pro owns shop)
- Sound financial references
- Leadership/supervisory experience in a tennis environment
Qualifications:
Experience
• Competitive playing experience, 4-5 years as an Assistant Professional or Head
Professional
• Verifiable teaching credentials
• Background knowledge of court maintenance
Education
• College degree preferred but not required
Tennis
Certifications
• United States Professional Tennis Association (USPTA)
• United States Professional Tennis Registry (USPTR)
United States Professional Tennis Association
One USPTA Centre
3535 Briarpark Drive
Houston, TX 77042
(713) 978-7782
United States Professional Tennis Registry
P.O. Box 4739
Hilton Head, SC 29938
(800) 421-6289
- Network with fellow General Managers
- USPTA national job listing
- Notify local tennis equipment representatives
- Contact local Tennis Professionals for referrals
1.
Describe the calendar of events you have utilized in your present position. What was your most
sucessful event?
2.
What percentage of your time do you spend in the following activities and why?
Member relations
Administrative duties
Court Maintenance
Personal
Individual lessons
Group clinics
Rank these same activities from most to least critical.
3.
What type of accounts do you currently have active? What product lines would you plan to
carry in the pro shop?
4.
How have the individuals or teams you have coached placed in recent competitions?
Tennis
5.
What steps do you currently have in place to ensure continuous and proper court maintenance?
6.
In what specific ways have you enhanced membership growth in the past?
7.
In what specific ways would you try to increase current membership participation and
utilization of the tennis facility?
8.
How do you plan to define and service the different segments (i.e. women, men, juniors,
seniors, etc.) of the club membership?
9.
How do you control and track guest play on the courts?
10.
What has been your role regarding the maintenance of the tennis courts and shop?
11.
How have you motivated your staff in the past?
12.
How would you approach your new position?
13.
What percentage of your current lesson revenue comes from non-members?
that is high or low, and why?
Notes:
Tennis
Do you feel
General Facts About USPTA
Founded in 1927, USPTA is the world’s oldest and largest association of tennis-teaching professionals. Its
purpose is to promote both the tennis-teaching profession and the sport of tennis.
• Membership of nearly 13,000 teaching professionals, including 1,500 international members.
• Comprised of 17 U.S. divisions, each with elected officers.
• Governed nationally by a democratically elected Executive Committee and Board of Directors.
• 85 percent of its members are located in the continental United States.
• At least 70 percent of the membership owns, manages or has buying inf luence in pro shops.
• Growth rate of approximately 1,000 members per year.
• World Headquarters located in Houston, Texas.
• World Headquarters possesses extensive selective database marketing capabilities to reach all segments of the
industry.
• The only organized nationwide tennis-teacher network capable of reaching and inf luencing the
tennis-playing consumer at local and national levels.
• USPTA’s high industry credibility permits exclusive product endorsements and event sponsorships.
• Member benefits include certification, insurance programs, employment assistance, educational programs
and publications, conventions, prize-money tournaments, grassroots programs, credit card program, national
rankings, free and discounted equipment, professional guidance, awards, code of ethics, industrycredibility
and image promotion.
• Members serve as an important link between the tennis consumer and club owners, managers and
manufacturers.
Tennis
For More Information on Hiring a Tennis
Professional for Your Club, Contact:
Address:
Telephone:
United States Professional Tennis Association
One USPTA Centre
Houston, TX 77042
(713) 97-USTPA (978-7782)
Fax:
(713) 978-7790
E-mail:
[email protected]
Web site:
www.uspta.org
Tennis
Aquatics
1.
2.
Aquatics
How to Hire a
Summary: Related titles include Pool Manager. The Swimming Pool Director is responsible for the entire pool
operation including the safe and effective utilization of chemicals, swimming instruction, the Club’s swim team
and in many cases, the Summer Camp operation.
Potential Criteria:
- College degree
- Country club experience
- Lifeguard training
- Water Safety Instructor Training
- First Aid and CPR training
- Background in education/teaching
- Leadership experience
- Proven knowledge of pool chemicals
- Familiarity with equipment available at the specific club’s pool operation
Qualifications:
Experience
• Minimum 5 years experience as an Assistant Pool Director at a club of similar size and
stature
• Country club experience preferred
Education
• College or university degree
• Preferred degrees include education, physical education and recreational management
Aquatics
Certifications
• Certified Pool Operator offered by the National Swimming Pool Foundation
• Tech I, Tech II and Certified Service Professional are designations offered by the
National Spa and Pool Institute
• Red Cross Lifesaving, Lifeguarding and First Aid should be mandatory
National Spa and Pool Institute
2111 Eisenhower Ave.
Alexandria, VA 22314-4698
(703 ) 838-0083
FAX (703) 549-0493
- Contact local country club pool directors
- Athletic coaches from local high schools
- Referrals from pool supply companies
- Contact regional or national office of National Spa and Pool Institute
- Contact local YMCA’s
1.
What do you consider acceptable forms of discipline for members’ children and for employees?
How have you handled disciplinary procedures in the past?
2.
What do you consider the most important aspect of running a pool and why?
3.
What were your specific duties at your last job (i.e. maintenance, chemical utilization, life
guarding pump systems, etc.)?
4.
What is your philosophy regarding manager/staff relations? How do you motivate your staff?
5.
What knowledge or information do you have about this position?
6.
What has been your experience with competitive swimming either as an athlete or as a coach?
7.
What specific training with pool chemicals have you completed?
Aquatics
8.
What is your philosophy regarding training lifeguards?
9.
What has been your experience in managing youth programs?
10.
How do you insure safety in and around and in the swimming pool?
11.
Specifically, what have you done in the past to improve participation in and the perception of
the pool operation and activities?
Notes:
Aquatics
How to Hire an
Summary: Related title includes Pool Coordinator. The Aquatics Coordinator is generally responsible for
maintaining member satisfaction through extended member contact and by providing programs and service to
members and guests (particularly children).
Potential Criteria:
- Seeking College degree
- Country club experience
- Lifeguard training
- Water Safety Instructor Training
- First Aid and CPR training
- Proven knowledge of pool chemicals
- Familiarity with equipment available at the specific club’s pool operation
- Willingness to work with all ages
Qualifications:
Experience
• Lessons instructor
• Country club experience preferred
Education
• Seeking college degree. Other fitness certifications preferred
• Certified to teach CPR, WSI
• YMCA training (or equivalent)
• Responsible Service of Alcohol, if necessary
Certifications
• CPR, WSI
• Red Cross Lifesaving, Life guarding and First Aid should be mandatory.
Aquatics
Local Red Cross
Local YMCA/YWCA
- Advertise at local YMCA, YWCA & Red Cross
- Advertise at local high schools, colleges
- Contact local pool operators & contractors
1.
What do you consider acceptable rules at the pool? What rules are important for children?
2.
What might you do if inclement weather approached the club?
3.
What might be different about working at a private club than where you have previously
worked?
4.
What specific training with pool chemicals have you completed?
5.
What knowledge or information do you have about this position?
6.
What has been your experience with competitive swimming either as an athlete or as a coach?
7.
What has been your experience in managing youth programs?
8.
How do you insure safety in and around and in the swimming pool?
9.
Have you ever organized a swim meet at a previous facility?
10.
Are you willing to take additional training in pool safety, chemical use or equipment use?
Notes:
Aquatics
Health and Fitness
1.
Fitness Director
2.
Athletic Director
3.
4.
Aerobics Instructor
Health and Fitness
How to Hire a
Fitness Director
Summary: Related titles include Health and Fitness Coach, Conditioning Specialist, Exercise Specialist, and
Health and Fitness Professional. Responsibilities include overseeing the maintenance, cleanliness and day-today
operations of the fitness center, facility and equipment; ensuring that the physical environment is pleasing to
the members and keeping the fitness center areas on the cutting-edge of the industry in relation to the
equipment and services available to the membership.
Potential Criteria:
- Comprehensive knowledge of fitness and exercise principles
- Certification as a Health and Fitness Director
- Friendly, outgoing personality
- Assertiveness, ability to inspire others
- Leadership skills
- Well-organized
- Competence in fitness program design and implementation
- Creativity
- Knowledge of fitness equipment maintenance
- Knowledge of major health risk factors and reduction strategies
- Demonstrate excellent supervisory skills
- Demonstrate excellent communication skills
Qualifications:
Experience
• Three to five years experience in a health and fitness facility. Two years fitness
facility or program management experience.
• One to two years supervisory experience.
• Must be experienced in conducting sub-maximal fitness assessments.
• Must have performance management and staff motivation experience.
Education
• Bachelors or Masters degree in Exercise Physiology, Exercise Science or Physical
Education, or current fitness related certification from a nationally or internationally
recognized certifying agency.
Health and Fitness
Certifications
• There are currently more than 75 National Certifying bodies including the big three
which are the American College of Sports Medicine (ACSM), the American Council
on Exercise (ACE), and the National Strength and Conditioning Association (NSCA).
• Current CPR Certification
International Health, Racquet, and Sportsclub Association
263 Summer Street
Boston, MA. 02210
(617) 951-0055
Fax (617) 951-0056
Web site: www.ihrsa.org
- Network with fellow General Managers
- Contact other local fitness directors
- Contact local college and university Exercise Science or Physical Education department
faculty
- Contact runners-up in past Fitness Director of the year competitions (See IHRSA
address above)
- Contact public recreation centers
- Place advertisement in trade publication such as CBI, Club Industry, Fitness
Management, or Athletic Business
1.
How can you make a difference on our team?
2.
How would you improve service in the fitness operation?
3.
What key factors inf luence high performance for you?
4.
Management has asked us to cut 20% from the budget. Where would you start?
5.
If you were involved in a project and you had the choice of doing the planning, the marketing
or the implementing, which would you choose and why?
6.
What qualities make you unique in what you do and how?
7.
What experience have you had designing fitness programs or planning the development of a
fitness facility?
Health and Fitness
8.
Explain the process of creating and executing fitness tests and evaluations.
9.
How would you motivate Club members to consider and maintain regular physical exercise?
10.
What steps have you implemented in your current position to ensure the regular maintenance
of fitness equipment and the acquisition of new equipment?
11.
How do you manage personal trainers, aerobic instructors and other independent contractors?
Notes:
Health and Fitness
How to Hire an
Athletic Director
Summary: This position is typically responsible for the management of all of the club’s athletic facilities with
the exception of the golf operation. It is critical when searching for an athletic director to clarify at the
beginning of the process whether or not an “Athletic Director” or “Health and Fitness Director” would better
suit your operational needs.
Potential Criteria:
- Previous coaching experience
- Bachelors degree
- Proven administrative skills
- Ability to develop and implement a budget
- Supervisory experience in an athletic related position
- Comprehensive knowledge of swimming and tennis
- Familiarity with fitness facility operations
- Substantial scheduling and training skills
Qualifications:
Experience
• Experience as a college sports coach or athletic director very beneficial. Recommend
past management or supervisory experience in fitness, tennis or swimming operations.
Education
• Bachelors degree required.
• Physical education or recreational management preferred, but not necessary.
Certifications
•Numerous Health and Fitness certifications are available through various certifying
agencies. (See Fitness Director Certifications).
Health and Fitness
Related Professional Associations
National Association of Club Athletic Directors (NACAD)
*Mr. Gary Crook
The Olympic Club
524 Post St.
San Francisco, CA 94102
(415) 775-4400
*(Note: This address will change annually.)
National Association of Collegiate Directors of Athletics
P.O. Box 16428
Cleveland, OH. 44116
(216) 892-4000
- Word-of-mouth
- Place advertisement in local college and universities athletic department
- Contact National Association of Club Athletic Directors for mailing list or to advertise
opening in newsletter
- Contact National Association of Collegiate Directors of Athletics to list job opening in
newsletter
- Post job opening at local health and fitness centers
1.
What classes in your major prepared you the most for this position?
2.
What athletic or sports teams have you been involved with as a player? As a coach?
3.
As a coach, what did you consider to be the single most difficult aspect of your job?
4.
Have you ever completed a budget?
5.
Explain the process used to establish, implement and maintain a budget.
6.
How would you define your past relationships with your athletic director, other coaches and
players?
7.
What training in the operation of fitness equipment have you had?
Health and Fitness
8.
Explain in detail the most creative program you have implemented in the area of athletics. Was
it a success and why?
9.
What types of communication do you use with peers, subordinates and supervisors? Why do
you find these effective?
10.
How have the teams you have coached done in competition?
11.
How has your previous experience prepared you to be an Athletic Director at a private club?
12.
As a current/former coach, what do/did you like least about your athletic director? Explain.
13.
What differences do you foresee in working at a private club than at your previous employer?
14.
What is your philosophy on the prevention of injuries to employees and members?
Notes:
Health and Fitness
How to Hire a
Summary: This position maitains direction of all other personal trainers, nutrition programs and related staff
(i.e. nutrition clerical assistant).
Potential Criteria:
- Previous coaching experience
- Previous experience in a nutrition center
- Basic written and numerical skills
- Marketing experience
- Ability to explain or physically demonstrate equipment
- Comprehensive knowledge of swimming and tennis
- Familiarity with fitness facility operations
Qualifications:
Experience
• Bachelors degree or equivalent experience in Physical education
• One year minimum as a personal trainer in similar environment
• Experience at other clubs (public facility, accepted)
Education
• Bachelors degree, preferred.
• Nutrition education necessary.
Certifications
• Numerous Health and Nutrition certifications exist; these should be attained or in the
process of being reached.
Health and Fitness
Related Professional Associations
International Health, Racquet & Sportsclub Association
263 Summer Street
Boston, MA 02210
(617) 951-0055
FAX (617) 951-0056
- Word of mouth
- Local nutrition centers
1.
What experience (personal or professional) prepared you the most for this position?
2.
What do you know about the private club opposed to the public fee sports clubs?
3.
As a trainer, what do you consider to be the single most difficult aspect of your job?
4.
Have you ever facilitated a training program for a staff?
5.
Explain how you would motivate your client to maintain a fitness program?
6.
How would you define your past relationships with your fellow staff members?
7.
8.
Explain your greatest accomplishment working with a client.
9.
What types of communication do you maintain with your clients? Do you schedule regular meetings?
10.
What special programs have you coordinated within the department?
11.
Have you written articles for any publications? Would you be willing to?
Health and Fitness
Notes:
Health and Fitness
How to Hire an
Aerobics Instructor
Summary: This position educates the membership by teaching safe and effective exercise classes in
accordance with all club policies and procedures. Other related titles may include Fitness Instructor or Fitness
Supervisor.
Potential Criteria:
- Top physical condition
- Able to maintain three class minimum per week
- Ability to develop and perform various levals of training
- Basic understanding of physical injuries
- Knowledge of CPR (current certificate)
- Substantial physical training skills
Qualifications:
Experience
• Experience as an aerobic coach at another facility
• All levels of fitness training, cross training
• Knowledge of proper equipment and techniques for stretching, warm ups and cool-downs
Education
• Post secondary education pursued
• Workshops related to the fitness industry and health industry
• Formal dance experience reccommended
Certifications
• If an instructor claims to be certified, request to see a copy of the certification document.
Health and Fitness
- Colleges (students, athletic instructors)
- Place advertisement in local college and universities athletic department
- Contact YMCA or other fitness facilities
1.
What would you do to prepare for a day of aerobics instructing?
2.
Would you prepare your own tapes for the aerobics classes?
3.
Have you worked in the private club setting previously?
4.
What differences do you foresee in working at a private club than at your previous employer?
5.
Are you compfortable working with all different age groups?
6.
Do you have oother experience in jazz or clasical dance?
7.
Notes:
Health and Fitness
Yachting
1.
Harbor Master
2.
Sailing Director
Yachting
How to Hire a
Harbor Master
Summary: Related titles include Dock Master and Sailing Master. This individual is responsible for all
activities involving docks, the dock area, and boats. Note: In some seaside communities a town official or State
Environmental Agency officer may serve as a “Harbor Master.” In this capacity, the local clubs would probably
refer to their positions as Dock Master or Sailing Master. Large yacht clubs may also have separate individuals
serving as Dock Master and Sailing Master.
Potential Criteria:
- Strong hands-on sailing or power boat experience
- Knowledge of maritime rules and regulations
- Coast Guard or Navy experience preferred
- Capable of hands-on maintenance
- Good marketing skills
- Strong leadership and people skills
- Knowledge of and ability to work with budgets
- Good solid knowledge of boating industry with particular attention paid to relavant
legal issues
- Computer literacy-and Word processing skills required
- Security background or training a plus
Qualifications:
Experience
• Retired Coast Guard or Navy personnel
• Commerial Yacht captain
• Assistant Harbor master
• Businessman with boating experience
• Hotel, restaurant or club manager with boating background
Education
• Bachelors in Recreational Management or Hotel and Restaurant Management,
recommended
• Degree from Navy, Coast Guard or Maritime Academy
Yachting
Certifications
• United States Coast Guard and the United States Sailing Associations among others
offering boating certifications
• Certified Life Guard or Water Safety Instructor recommended
Marina Recreation Association
915 L St.
Sacramento, CA. 95814
Mariann Timms
(209) 334-0661
- Local newspaper
- Network with fellow yacht club managers
- Colleges and universities offering degrees in Recreational Management
- Contact related businesses (including boat supply stores, local marinas, etc.)
- Place advertisement in industry periodical such as Marina Dock Age
- Advertisement in national boating magazine such as SEA or SAIL
- Local Coast Guard Auxiliary
1.
What qualifies you for the position of Harbor Master at this Club?
2.
What have you done to promote security on the docks?
3.
What do you look for in the people you hire?
4.
Describe preventative maintenance programs you have administered.
5.
How have you addressed safety issues in the marina and dock areas?
6.
What events or programs have you organized related to this field?
7.
Describe your customer service philosophy in regards to special requests made by members
and their guests.
Yachting
Notes:
Yachting
How to Hire a
Sailing Director
Summary: Related titles include Jr. Sailing Manager, Sailing Master and Sailing Instructor. Responsible for the
entire sailing operation including the sailing curriculum, overseeing the start-up and close-down procedures,
developing a program schedule and coordinating all regatta activities.
Potential Criteria:
- Past competitive sailing experience
- Knowledge of local maritime regulations
- Extensive experience as a sailing instructor
- Proven ability to teach the fundamentals of sailing to various age groups
- Coaching or crew experience on a sailing team
- Capable of correctly setting up a race or regatta course
- Proven safety record as an instructor and as individual
Qualifications:
Experience
• Extensive experience as a sailing instructor or sailing team crew member preferred
• Power boat experience
• Experience with maintenance, operation and repair of sailboats
Education
• College or university degree in Recreational Management, Business, Teaching or
Child Development preferred
Yachting
Certifications
• United States Sailing Association and the United States Coast Guard both offer various
sailing and boating certifications
United States Sailing Association
P.O. Box 1260, 15 Maritime Dr.
Portsmouth, RI 02871-6015
(401) 683-0800
- Promote a Sailing Instructor from within
- Contact fellow Yacht Club Managers
- Contact local colleges and universities that have sailing teams
- Contact local sailing or marina associations
- Contact U.S. Sailing Association
- Classified advertisement in national boating magazine such as SAIL or SEA
1.
Describe activities you might use to teach children sailing, navigation and seamanship
fundamentals if the weather conditions prevented the class from being out on the water.
2.
Explain what activities you might use with young children and what activities you might use
with older children when preparing them to sail for the first time.
3.
Situation question: You are out in the Harbor with 10 six-year-olds in small sail boats. Foul
weather is approaching. The children are scared. How do you get them all back to shore
safely?
4.
Do you have daily lesson plans that you use to teach? Would you be willing to submit them for
review prior to being hired?
5.
What type of boat-handling drills would you use to teach safety, right of way and avoiding
collisions?
6.
Explain how you plan to teach basic navigation.
Yachting
Notes:
Yachting
12 Basic Steps In Filling A Job
1.
Identify the opening.
2.
Review job description for clarity, responsibilities and accuracy.
3.
Review job description to identify necessary qualifications.
4.
Identify sources of applicants.
5.
Review applicants.
6.
Select interviewing environment.
7.
Select interviewing strategy.
8.
Develop questions to ask during the interview.
9.
Conduct the interview.
10.
Close the interview.
11.
Evaluate the candidate.
12.
Do background checks appropriate to the position (i.e., education,
criminal, etc.)
Appendix
Sample Job Application Form
(issued after resume has been received)
Notice to all applicants: This portion is to be completed by the employer:
Name of Club
Address
Home phone:
Cell:
Hiring Supervisor’s Name
Referral Source:
o Employee
o Advertisement
o Other:
o Relative
o Employment Agency
o Seasonal
o Walk-in
Position Being Applied For:
Employment:
o Full-Time
o Part-Time
Shift:
o Days
o Afternoons o Evenings
o Other
Date(s) Available:
Personal Data
Applicant’s Name
Date
Are you legally eligible to work in the United States?
o Yes
o No
(Proof of U.S. citizenship/residency is required upon being hired)
Social Security #
If you are under 18, do you have a work permit?
o Yes
o No
Driver’s License #
Home Address
Street
Appendix
City
State
Zip
Have you been convicted of felony in the past 7 years?
o Yes
o No
If yes, please explain:
(Previous convictions do not bar you from employment, but may be relevant if offense was job-related.)
Education/Background
Do you have a high school diploma?
o Yes
o No
o GED
o 1 year
o 2 years
If yes, what school did you graduate from?
If no, what is the highest grade you have completed?
Check the highest level of college you have completed:
o 4 years
o 3 years
o Post graduate study
Name of college attended
Course of study and degrees
List other training you have received
Employment History
List your last three employers, starting with the most recent. Include military experience here, if applicable.
Employer Name
Address
Phone
Dates worked: From
Job Title
Immediate Supervisor
Brief ly describe your duties
Reason for leaving
Starting salary
Appendix
Final salary
To
Employer Name
Address
Phone
Dates worked: From
To
Job Title
Reason for leaving
Starting salary
Final salary
Employer Name
Address
Phone
Dates worked: From
To
Job Title
Reason for leaving
Starting salary
Final salary
Please list any other skills, experience or qualifications you have regarding the job you are applying for:
Appendix
References
Please list three personal references who are not past supervisors or relatives. These people my be co-workers,
teachers, associates, neighbors, friends or clergy.
Name
Relationship to you
Years known
Address
Telephone number
Name
Relationship to you
Years known
Address
Telephone number
Name
Relationship to you
Years known
Address
Telephone number
To the best of my knowledge, the information contained in this application is true and accurate
and has no relevant omissions. Any representations or omissions are grounds for dismissal.
Signed
Appendix
Date
For office use only
Received by
Date
I have reviewed this application fully.
Action taken:
Signed
o None
o Interview
o Job Offer
o Extended
o Not extended
o Checked references
Comments on references:
Interview date
Job offer:
Employee start date
Appendix
Employee #
o Accepted
o Declined
Sample Employee Authorization Form for References
Name of Club
Address
Phone
FAX
Name of Hiring Manager
Name of Applicant
Date
I, the undersigned, authorize my former schools, employers and personal references to provide information
from my records, including dates of attendance, degrees earned, dates of employment, salary earned, reasons
for leaving employment and all other information they may have concerning my performance to I also release
all parties providing
information from any liability or
(name of club)
claims for damages, including libel, slander and invasion of privacy, that may result from the disclosure and use
of this information.
Signed
Date
Witnessed by Supervisor
Appendix
Sample Employee Consent Form for Drug Testing
Date
Name of Club
Address
Employee Name
Supervisor’s Name
I agree, freely and voluntarily, to submit to a urinalysis or blood test for a drug screen as a condition of
employment. I understand that failure to meet the standards of this test may be used to make a decision
affecting my employment status. I understand that my refusal to submit to a drug screening test may disqualify
me from further consideration as an employee.
Once hired, I understand that I may be required to submit to substance abuse screening. I understand that
either my failure to submit to this test, or having a test result that does not meet standards may result in
termination from my job.
Signed
Date
Witnessed by Supervisor
Appendix
Sample Interviewer’s Evaluation Form
Date
Applicant’s Name
Position being applied for
What is your overall impression of the applicant? Does he or she meet the basic requirements of the position?
Does he/she have the necessary skills, training, education, etc., to succeed in this position?
Action Take:
Job offer made
2nd interview scheduled for
Applicant not suitable for position
If applicant was not chosen for this position, please explain why not:
o Another applicant was chosen
o Certain criteria were not met
o Pre-employment tests results were unsatisfactory
o Applicant gave false information on application
Other Reason:
Interviewer’s name
please print
Interviewer’s signature
please print
Appendix
Telephone Employment Verification
Date
Applicant’s name
Company
Dates employed: From
Position
Reason for leaving
Would you rehire this person?
Person verifying
Telephone number of company
Comments
Appendix
To
Employment Verification Form
I hereby authorize the
Club to verify my employment history with your company.
Signature
Print name
Social security number
Employed: From
To
Job title
How would you rate this employee?
Why did this employee leave your company?
Would you rehire?
Yes
Questionable
No
If questionable or no, please explain
Signed
Title
Appendix
Date
Sample Form For Determining Staffing Needs
1. Name of position:
2. Date position needs to be filled:
3. Skills needed to perform the job:
4. Prior experience needed:
5. Education needed:
6. Days/Hours employee is required to work:
7. a. Salary (range): $
b. Temporary o
Permanent o
8. Special age limits, work permits, licenses, etc. required:
Signature:
Department:
Appendix
Date:
Sample Form for Assessing Future Needs
1. Is special training needed to upgrade the skills of current employees? Yes o No o
If so, explain:
2. Will it be necessary to purchase special equipment (computers, printers, etc.) to help staff work more
efficiently?
Yes o No o If so, what items are needed?
Item
Cost
3. Will there be a reduction in the workforce that needs to be addressed (maternity leave, extended leaves of
absence, etc.)? Yes o No o
If so, explain:
4. What qualifications (personal as well as professional) are required of individuals filling these positions?
Appendix
Sample Form for Employee Referrals
Date:
Name of referring employee
Prospective employee name
Address
City
Daytime phone (
)
State
Evening phone (
)
Position being applied for:
Date available to start
Days available to work:
Hours available to work
Su
M
T
W
Th
F
(Circle all that apply)
Does the applicant have reliable transportation?
Yes
No
His he/she a student?
Yes
No
Does he/she have previous experience?
Yes
No
If yes, please describe:
Why are you referring this applicant?
Appendix
Sa
Zip
Sample Telephone Reference Check Form
Applicant’s name
Date
Position being applied for
Name of reference
Phone
Is the applicant currently employed with company?
Yes
No
Were dates of employment confirmed?
Yes
No
Name of position held
Can the skills needed to perform this job translate to the position being applied for?
How would you rate the employee’s performance?
(Circle one)
Outstanding
Fair
Above Average
Average
Poor
What were the areas of the job needing the most improvement?
How did the employee compare to others holding the same position?
Would you rehire this person? Why or why not?
Other Comments
Appendix
Yes
No

How To Hire Reference Series

Transcription

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