Kopplin Search Inc.

"The Search Committee Interview Process for Private Clubs"

The interview process in a private club environment is sometimes intimidating, frustrating and unproductive. One reputable study of newly hired club managers who failed within the first year at their respective clubs concludes: "Ninety-five percent of the time the failure occurs because the evaluation of the candidate was faulty."

The following suggestions and sample questions will assist the search committee in selecting the appropriate candidate and avoiding the high failure rate too many clubs experience. It is helpful to remember through the interview process that there is no "superman or superwoman" who will have all the right answers or be experienced in every area of club management. However, there are three very important qualities the committee should always look for in a capable candidate:

1. Competence: How capably has the candidate performed in his/her previous management positions? Has there been a progressive career path with increasing responsibilities?

2. Integrity: The applicant will have demonstrated consistent ethical behavior in his/her professional career. All of the other critical values emanate from the candidate's honesty.

3. Compatibility: Will the candidate be a "good fit" for the club? How appropriate is their management style to the club's needs?

The Interview

The candidate should be welcomed by the selection committee Chairperson and, after being introduced to all of the committee members, he/she should be comfortably seated next to the committee Chairperson. Water should be readily available and the candidate may be offered other beverages. Thank him/her for coming and ask if there were any problems with directions, accommodations and so forth.

Remember that most candidates will initially exhibit some nervousness, but with a confident and competent candidate that should dissipate during the interview.

Explain the interview process so the candidate understands how the questions will be asked and approximately how long the session will take. Also explain to the candidate that he/she may take a break, if necessary, during the questioning to use the restroom facilities.

The Chairperson should indicate to the candidate their sense of interest in him/her and congratulate him/her for making it to the final selection process after dozens of other candidates had been considered. The Chairperson may discuss how this search process has been a very thorough one because of the desire to select a qualified and appropriate candidate for the club.

Transition

An easy and natural transition from the "small talk" to the actual interview can occur when the Chairperson begins the session by asking the candidate to discuss his/her current position and describe a typical day at his/her present club.

Current Club Experience

Describe a typical day for you at the club.
Talk about some of your accomplishments at your present club.
What have been some of your disappointments?
What do you enjoy most about the club business?
What do you dislike about the club business?
What obstacles have you had to overcome in your career?
What are you most proud of in your career?
Describe some of the mistakes you have made and what you might do differently.
What have been some of the most difficult issues at your club and what have you done to resolve them?
What is your strongest management trait?
What is your weakest management trait?

Management Philosophy

How would you describe your management philosophy as it relates to the employees? Members?
Describe how you typically work with the club president, board of directors, and other committees.
What kind of immediate and longer range goals have you set for yourself?
How do you improve the performance of an employee who falls short of your expectations?
How do you upgrade service and the performance standards of the staff?
How would you handle a board member who expects "special treatment" when he/she is at the club?

Financial Management

Describe the budgeting process at your club?
How does your monthly review process work?
Are department heads involved in the review process? How are they held accountable?
What software programs do you use?
How computer literate are you?
Describe your capital improvement program.
Has your club been profitable for the last three years?
Do you have a five year plan?
Discuss the financial health of the club. What have you done to improve it?

Food and Beverage

How do you encourage members to use the club dining rooms?
What do you think about member minimums?
What are the annual food and beverage sales at your club?
Talk about your food, beverage and labor costs.
Who is responsible for menus, costs and service?
What is the working relationship of the chef, food and beverage manager and the catering manager? Who do they report to?
How do the members perceive your food and beverage operation?
Is there anything you could do to improve this area of your club?

Golf Course Maintenance

Tell us about your golf course superintendent. Does he report to you?
Do you have a greens committee? How often do they meet? Do you attend the meetings? Does the golf pro attend the meetings?
How many holes at your golf course? Does the superintendent also maintain the golf grounds?
What is the annual operating budget for your course? Are you involved in the preparation of this budget?
Is there an ongoing capital budget for golf course equipment purchases?
Are the members happy with the condition of your golf course?
Have you done any modification to the course in the past five years? Were you involved in the process?
What is the length of the course? What are the grasses? How often do you aerify?
If there is any member complaint about the course what would it be?

Golf Pro-Shop

Tell us about your head golf professional. Does he report to you?
Do you have a golf committee? How often do they meet? Do you attend the meetings?
Does the club own the pro-shop? What are the gross revenues? What is the cost of sales? Would you rather have the pro own the shop?
What revenues does the club generate from the golf cart program? Are carts required? Gas or electric? Does the golf pro receive a percentage of the cart rental income?
What are the annual guest fees? Range fees? Barroom income?
Does the golf pro have a good instructional program for the members? Are there junior programs? Special clinics?
Describe the communications between the golf pro and the course superintendent. Do you meet with both of them on a regular basis?
Do you see your golf operations as an asset to the club? Is there anything you would do differently?
How often do you give the golf pro input regarding his operation?
How do members view the golf pro and the level of service he provides?

Administration

What would be your management approach for the first ninety days on the job?
What would the key factors be in making your first year successful at our club?
Can you share with us your current compensation package and what you would anticipate from our club in terms of compensation and benefits?
When would you be available to begin if we decide to prepare an offer for you?
We have asked you a wide variety of questions. What can we answer for you? Please feel free to ask us anything and we will respond as candidly as we can.

In Closing

The following question is highly optional but gives the candidate one last opportunity to convince the committee he/she is the right choice.

What do you want us to know that would make it obvious that you are the right candidate for this position?

The Chairperson should conclude by thanking the candidate for taking the time to attend the interview and assure him/her that the committee will keep his/her resume in confidence. The Chairperson would indicate to the candidate the approximate time frame when they might expect to hear of the committee's decision.

The Chairperson escorts the candidate to the door and ask him/her if they need any assistance returning home and to please submit receipts for any expenses incurred in attending the interview.