master club manager monograph new employee onboarding at … · 2020. 2. 28. · effective...
TRANSCRIPT
Master Club Manager Monograph
New Employee Onboarding at Private Clubs
Boris Gradina, MCM, CCE
Maryland Golf and Country Clubs
Bel Air, Maryland
Submitted for partial fulfillment of the Master Club Manager designation.
Saturday, February 1, 2020
2
TABLE OF CONTENTS
ACKNOWLEDGMENTS .......................................................................................................................... 4
EXECUTIVE SUMMARY ........................................................................................................................ 5
STATEMENT OF PROBLEM ................................................................................................................... 6
Research Goals............................................................................................................................................ 7
LITERATURE REVIEW ........................................................................................................................... 8
Definition of Onboarding ............................................................................................................................ 8
Major Challenges in the Onboarding Process ........................................................................................... 10
Onboarding Millennial and Gen Z Employees ......................................................................................... 10
Onboarding Foreign-Born Hospitality Employees ................................................................................... 12
Onboarding in Other Hospitality Industry Segments................................................................................ 13
Onboarding at Private Clubs ..................................................................................................................... 16
Employee Retention .................................................................................................................................. 17
The Cost and Cost Benefits of Onboarding Programs .............................................................................. 18
Measuring Effective and Efficient Onboarding Programming ................................................................. 19
METHODOLOGY ................................................................................................................................... 23
Research Design, Population and Sample, Data Collection, Survey Instrument and Analysis ................ 23
Ethical Considerations .............................................................................................................................. 26
Confidentiality and Privacy ...................................................................................................................... 26
Limitations of Methodology ..................................................................................................................... 26
DISCUSSION, RESULTS, AND RECOMMENDATIONS ................................................................... 27
3
Demographics Results .............................................................................................................................. 28
Onboarding Processes and Procedures ..................................................................................................... 28
Pre-Boarding ............................................................................................................................................. 31
Orientation ................................................................................................................................................ 32
The First Day and Week of Employment ................................................................................................. 34
Use of Technology as a Tool in the Onboarding Process ......................................................................... 36
After Onboarding ...................................................................................................................................... 36
Benefits of Onboarding Programs at Private Clubs .................................................................................. 37
Onboarding of Foreign-Born Employees.................................................................................................. 38
Suggested Onboarding Process for New Hourly Employees at Private Clubs ......................................... 40
Future Study of the Onboarding Process .................................................................................................. 41
In Conclusion ............................................................................................................................................ 42
REFERENCES ......................................................................................................................................... 44
APPENDICES .......................................................................................................................................... 48
Appendix A: Participation Letter .............................................................................................................. 48
Appendix B: Follow-Up Email ................................................................................................................. 49
Appendix C: Interview Questionnaire ...................................................................................................... 51
Appendix D: Consent Form ...................................................................................................................... 53
Appendix E: Job Offer Letter ................................................................................................................... 54
Appendix F: Welcome Letter.................................................................................................................... 56
Appendix G: New Employee Survey ........................................................................................................ 57
Appendix H: Onboarding Template.......................................................................................................... 59
Appendix I: Onboarding Checklist ........................................................................................................... 60
DISCLAIMER .......................................................................................................................................... 64
4
ACKNOWLEDGMENTS
This monograph was one of the most challenging and most rewarding accomplishments of my
life. I feel honored and privileged to have had the opportunity to give back to the club management
industry—the field of work that is my passion and my life.
First and foremost, I wish to thank God Almighty for giving me the strength, knowledge, ability,
and opportunity to undertake this research and to persevere and complete it satisfactorily. Without His
blessings, this achievement, or anything else I have done in my life, would not have been possible.
Secondly, I wish to thank those who in various ways have contributed to this project. The
members of my MCM support group—Matthew J. Samel, Ph.D., CHE, FMP; Lauren Kourtsounis,
MBA; and C. W. Cook, MCM, CCE—provided professional guidance and valuable support on this
project. For their advice and constructive recommendations, special thanks should also be given to Tom
Reilly, SPHR, SHRM-SCP; Betsy Gregory; Kurt Kuebler, CCM; Jason P. Koenigsfeld, Ph.D., CHE;
and members of the Master Club Manager Academic Council, led by Joseph F. Basso, MCM, CCE; Dr.
Lawrence E. "Larry" Ross; Debby Franklin Cannon, Ph.D.; and Jack D. Ninemeier, Ph.D.
Lastly, I wish to thank my family: my wife Zebib and children Myra and Jovan, for always being
there for me and for being a driving force in my life; and my late parents, Mile Gradina and Veselika
Lakic. Although departed from this world, I know my parents are always with me in spirit, and I will
always try to make them proud. I would also like to extend thanks to the staff, members, and Board of
Governors of Maryland Golf and Country Clubs, and to the 20 club managers and HR professionals
across the country who took time out of their busy schedules to contribute to this research.
5
EXECUTIVE SUMMARY
New employee onboarding is an essential part of the employee life cycle at any organization and
is a critical factor in short- and long-term employee retention (Tarallo, 2018, Laurano, 2015, Morgeson,
2013). The purpose of this monograph is to explore how this process is conducted in private clubs. The
monograph concentrates on onboarding practices for entry-level full- or part-time employees who are
paid an hourly wage. This monograph is a first-of-its-kind research project on this subject for the private
club industry.
This monograph was begun in the spring of 2018 and has taken almost two years to complete.
Data about onboarding programs was obtained from ten highly regarded and well-known private clubs.
Research for the monograph consisted of an exploration of onboarding practices through phone
interviews with HR professionals with first-hand experience in the field, as well as an extensive
literature review from previous academic studies, white papers, books, industry publications, and
available resources related to the topic of onboarding.
The results of the research were intriguing. Perhaps the most significant finding was that, just as
every club has a unique culture, every club has a unique onboarding program that correlates to its size,
location, and members’ needs. Although clubs participating in this monograph followed similar well-
established onboarding principles, their day-to-day approach to onboarding techniques and procedures
varied considerably. This monograph also revealed that HR professionals at the participating clubs had a
great depth of knowledge about the benefits of onboarding, and they and their clubs spent a great deal of
time and resources assimilating new staff members into their clubs. An important purpose of this
monograph is to create a checklist or set of best practices for the onboarding process that club managers
can utilize in creating new (or enhancing existing) onboarding programs.
6
STATEMENT OF PROBLEM
Private clubs strive to provide value to their members through exceptional service and amenities.
In most cases, exceptional service can only be achieved with highly trained, long-tenured professional
staff. Therefore, staff retention should be one of the primary operational goals for any private club. For
the purpose of this monograph, “staff” is defined as full or part-time employees who are paid an hourly
wage. In 2013, Navigating the Future: The Outlook for Private Clubs (published by the National Club
Association) ranked difficulty in recruiting and retaining staff as one of the top five issues private clubs
face in executing their day-to-day operations. Jeffrey D. Morgan, FASAE, CAE, reported a similar
finding in the 2017 CMAA internal membership survey concerning its members’ professional
challenges (Morgan, 2019).
Most private clubs are looking for ways to improve their employee retention. Strategies for doing
this include offering competitive wages and benefits (Gustafson, 2002, Barrows and Robinson, 2019) as
well as a meaningful onboarding program for new employees (Laurano, 2015, Morgeson, 2013, Tarallo,
2018). It is important to note that there are many other factors that affect employee retention, such as
work schedule flexibility, personal issues, work-life balance, the superior-subordinate relationship, lack
of opportunities for personal development, career advancement, and cultural fit (Mahan, 2018).
However, this monograph considers the onboarding process during the first 90 days of employment to
be a primary retention factor that should be explored.
When adapted correctly and used consistently, well-designed onboarding programs can increase
employee retention in some organizations by 82% and productivity by over 70% (Laurano, 2015).
Research also suggests that the first 90 days of employment are essential for new hires to assimilate to
an employment culture, and that the connection to management and co-workers during this initial 90-
7
day period may affect short- and long-term retention rates (Kammeyer-Mueller, Wanberg, Rubenstein
and Song, 2013, Morgeson, 2013).
Companies that have low employee retention and consequently high employee turnover suffer
adverse operational issues such as poor-quality service, increased recruiting and labor costs, and
customer complaints (Morgeson, 2013). High turnover of staff in private clubs directly affects the level
of member service, food and beverage quality, appearance of the facilities, staff morale, and member
complaints and resignations. High turnover also creates work overload for remaining staff, loss of
institutional knowledge, the need to fill vacant positions, and affects the financial performance of the
club (Gustafson, 2002).
Research Goals
This monograph aims to address the following research goals:
1. Define the concept of onboarding for the private club industry (what it is and is not).
2. Examine and report on the current perceptions and understandings of onboarding programs in the
private club industry.
3. Identify successful examples of onboarding procedures used by private clubs.
4. Recommend specific onboarding tactics, procedures, and programming that will enable private
clubs to achieve higher staff retention levels.
A primary goal of this research was to identify and offer working documents for club managers to
utilize. These tools take the form of templates, checklists, decision-making models, and systematic
processes that can aid club managers and HR professionals in addressing higher-staff-retention goals
and capitalizing on the benefits of this higher retention.
8
LITERATURE REVIEW
In winter 2018, the Club Management Association of America released a study on recruiting
hourly employees in the private club industry (CMAA, 2017). The study explored the challenges, best
practices, and potential solutions involved in recruiting this crucial labor segment. This monograph
attempts to examine the same topics (challenges, best practices, and possible solutions) in relation to
new employee onboarding.
Onboarding is a complex and extensive subject that required very detailed and thorough
research. In a review of literature and information on this topic, the following sources were examined:
• Books and academic writing focused on new employee onboarding programs.
• Books and academic writing focused on introducing and acclimating new employees to the
company’s culture.
• Exploration of best practices in new employee onboarding used by exemplary hospitality
companies (The Ritz-Carlton, The Walt Disney Company, and Chick-fil-A) and highly regarded
model private clubs.
• Surveys and research conducted by HR consulting firms specializing in the technological aspects
of onboarding new employees.
• Studies, research, publications, and data from industry associations (Society for Human Resource
Management, Club Management Association of America, National Club Association, CMAA
University, and CMAA Club Resource Center).
• Articles from reputable industry magazines (e.g., BoardRoom, Club Management, and Club
Director), websites, and specialized blogs about new employee onboarding. Google’s alert
feature searched the web daily for all articles that had the keywords “employee onboarding”
associated with them. Those articles were delivered directly to the email inbox in real time.
• Resources and data from government agencies such as the U.S. Department of Labor.
Definition of Onboarding
The Society for Human Resource Management (SHRM ) defines onboarding as “the process of
integrating a new employee with a company and its culture, as well as providing a new hire the tools and
information needed to become a productive member of the team” (Maurer, 2020). Onboarding is a
relatively new HR term (Meyer, 2016) and has been previously referred to as “organizational
9
socialization.” The first efforts in the United States to manage and integrate new hires over time were
apparent back in the nineteenth century. These attempts were very informal, consisting mostly of
showing new employees around, explaining policies, and giving them job directions. As the economy
grew and expanded, employment laws and regulations started to emerge that compelled many
companies to slowly start investing more time and effort into training their labor force. It wasn’t until
the 1940s that employees at some large companies started experiencing something similar to today’s
formal orientations. Systems for integrating new employees into the workplace became more and more
sophisticated in the ensuing decades. However, it wasn’t until the early 2000s that actual onboarding
programming, the way it is viewed today, become widely recognized as an emerging HR discipline
(Stein and Christiansen, 2010).
Effective onboarding helps establish better workplace relationships, increases employee
satisfaction, clarifies expectations and objectives, improves employee performance, and helps reduce
unwanted turnover (Bauer, 2010). The onboarding process is a crucial introduction to the company and
its culture, the company’s way of operating, and managerial expectations (Nelson, 2011). And yet, a
survey of 350 HR professionals nationwide (HCI/Kronos, 2017) found that 76% of the respondents’
companies were not effectively onboarding their new employees.
Onboarding is a natural stage of the employee life cycle. Some companies use an informal onboarding
process for a variety of reasons, which means there is no set plan to follow. Onboarding activities are
semi-organized or ad-hoc—for example, job shadowing, unstructured one-on-one coaching, and basic
overviews of policies and procedures (Panopto, 2019). In contrast, formal onboarding programs follow
specific procedures to provide clarity on what the employee’s new role entails and a timeline for specific
goals and projects. A formal onboarding process typically lasts from a few days to six months (Bauer,
2010). A handful of companies may spend up to 12 months onboarding each employee (Panopto, 2019).
10
The content and methods of the onboarding process vary from one company to the next; the greatest
differences are due to the size and purpose of the organization.
Major Challenges in the Onboarding Process
Properly onboarding new hires is a challenging, time-consuming, and complex process that many
companies understandably struggle to execute. The range of challenges companies face is often hard to
define. One issue is that some companies still view onboarding as “glorified orientations.” Other
companies are unable to clearly communicate the roles and expectations not only of the person being
onboarded but also of the person(s) conducting the onboarding process. Companies that lack a clearly
defined company culture find that properly onboarding new employees is almost impossible. There are a
number of common factors—such as organizational size, structure, purpose, and types of trainees—that
may influence the design, investment, and participation in onboarding programs. The following sections
will attempt to explore onboarding challenges for the two largest labor segments in the hospitality and
service industry (United States Department of Labor, USDL-18-0786, 2017): (1) the next generations
(Millennials and Gen Z), and (2) foreign-born employees.
Onboarding Millennial and Gen Z Employees
In the hospitality industry, the generational shift and demographic changes in the United States
may have the greatest impact on how a company conducts its onboarding process. A close look at the
generational segments (i.e., Millennials and Gen Z) that are most likely to be seeking entry-level
positions at private clubs and other hospitality establishments reveals that the approach for onboarding
previous generations (i.e., Baby Boomers and Gen X) does not fit these newer generations. It is clear
that Millennials and Gen Z view their jobs, careers, and opportunities differently from previous
generations. This fact is important, because Millennials and Gen Z represent the majority of entry-level
11
hourly employees and comprise the largest segment of the U.S. labor force, according to recent data
from Pew Research Center’s analysis of U.S. Census Bureau data (Fry, 2018).
The expectations of Millennials and Gen Z pose their own set of challenges, though companies
are becoming increasingly successful in overcoming them. One example of how to keep the new
employees in these younger generations engaged, coached, and nurtured throughout the onboarding
process is described in Belinne’s work, The Care and Feeding of Your Young Employee: A Manager’s
Guide to Millennials and Gen Z (Belinne, 2017, pp. 110–12). According to Belinne, one way to
successfully onboard younger employees is to have a professional, highly skilled, and properly trained
mentor (sometimes called a “buddy”) to help acclimate them to the company (Belinne, 2017). This
mentor should be someone younger employees can relate to.
Furthermore, younger generations have been raised in a high-technology environment, and they
respond best to interactive, hands-on, and digitally based training rather than old-fashioned manually
based training. While the use of technology to engage younger new hires is strongly encouraged, the
2017 HCI/Kronos survey found that only 38% of surveyed companies use technology in their
onboarding program, and only 24% plan on using it. When we consider that today’s largest labor
segment best responds to technology, these numbers are an obvious cause for concern. As one survey
participant noted:
Technology is what separates a really good onboarding program from a mediocre one. It’s
reflective of our goals as a company to use technology to be more efficient and be more
effective. When an employee is stepping in on the first day and they’re immediately introduced
with technologies that make their life easier at work, it shows employees that their company is
attempting to lead the way with technology. (HCI/Kronos, 2017).
This observation illustrates the need for all companies to seriously consider implementing
technology during the employee onboarding process, such as using paperless, mobile-friendly forms,
electronic video introductions, digital training, onboarding metrics (Reilly, 2016).
12
Onboarding Foreign-Born Hospitality Employees
The impact of foreign-born labor on U.S. demographic changes (Triest, 2002) is another major
onboarding challenge a company can face. According to the United States Department of Labor
(USDL), there were over 27 million foreign-born workers in the United States in 2018, which is 17% of
the total labor force. Foreign-born workers, by percentage, are more likely to be employed in service
occupations (including hospitality) compared with native-born workers (USDL-18-0786, 2017).
Onboarding foreign-born workers poses yet another set of challenges to companies due to diverse
backgrounds, cultural differences, and, in many cases, language barriers. A digital or technologically
interactive approach can help companies overcome some of these onboarding challenges (Globalization
Partners, 2019). Just as with the onboarding of Millennials and Gen Z, having a well-equipped, well-
trained mentor or buddy involved in the onboarding process for foreign-born employees can be very
beneficial.
Although technology is preferred by certain groups of new hires, it is worth noting that
technology should not be the only method for onboarding them. Onboarding can and should be
facilitated through several other formats, including face-to-face (traditional, in-person delivery), or a
hybrid of face-to-face and online training (Meyer, 2016, pp. 5–8). While each format has its advantages
and disadvantages, Meyer (2016) found consensus that the hybrid onboarding format most benefits the
majority of companies. Face-to-face training is preferred for onboarding situations where it’s useful to
offer detailed explanations or opinions in immediate response to questions as they arise, and for subjects
that are designed to be learned in groups. In contrast, online training is more of an individual pursuit and
gives the learner some control and flexibility concerning when and how to learn. Research suggests that
the blended learning approach offers many benefits. Some of these benefits include but are not limited to
: flexibility in presenting content, efficiency in instantly delivering training to a broad audience, cost-
effectiveness, and personalization of what is to be delivered to different types of trainees, and when
13
different departments may require different training. Blended learning can cover all learning styles,
which can be very beneficial, as not all employees prefer or respond to the same learning styles
(Patterson, 2016).
Onboarding in Other Hospitality Industry Segments
A review of the onboarding activities throughout the hospitality industry revealed that, unlike the
private club industry, many other hospitality segments offer an abundance of written and educational
materials regarding new employee onboarding. Many hospitality companies, ranging from free-standing
restaurants to multibillion-dollar corporations, have developed exemplary onboarding programs for their
new hires. For the purposes of this monograph, the onboarding programs of three hospitality companies
in different segments of the industry—The Ritz-Carlton, The Walt Disney Company, and Chick-fil-A—
will be briefly described to illustrate how onboarding programs can differ but still be effective. In the
hospitality industry, these companies are considered the front-runners in imparting their cultural values
and beliefs to their employees during the onboarding process.
Ritz-Carlton’s managers believe that culture and onboarding have a symbiotic relationship. They
invest much time, money, and effort into ensuring that their culture is properly explained and instilled in
all new hires. For example, general managers personally participate in every single “Day One” event at
every hotel and resort that The Ritz-Carlton opens, no matter where it is in the world. This initial
orientation event for new employees is followed by a comprehensive onboarding program consisting of
the following three phases:
• Phase One: “See it.” In this phase, new hires learn about company culture while observing the
physical surroundings. This phase is centered on visuals: reading, watching videos and
presentations, learning the company credo, and learning their way around the property.
• Phase Two: “Believe it.” This phase focuses on instilling the beliefs and rules of the company.
The culture is constantly enlivened during all staff interactions, meetings, and daily line-ups,
with a focus on the “Gold Standards” of Ritz-Carlton service.
14
• Phase Three: “Live it.” In this final phase, employees are now fully aware of the culture. They
have adopted it and are expected to embrace it and live it out while at work.
There is another phase—called “Phase Out”—that is reserved for those new hires who choose
not to embrace the culture. The Ritz-Carlton management believes that such employees most likely will
not last long, so they are encouraged to find employment elsewhere (Ritz-Carlton Leadership Center,
2015).
As part of The Ritz-Carlton’s onboarding program, during the first three weeks new hires
achieve operational certification that aligns them with the company’s operational standards. At the end
of that process, all new hires attend an important and unique milestone event called the “Day 21
meeting.” It is an event where new employees being onboarded can give open feedback on how the
process is going for them. They are given the opportunity to talk openly about their trainers, whether
they were given the proper training and tools to be successful at their positions, and whether the culture
described during their orientation event is present in the employee’s day-to-day experiences. The Ritz-
Carlton uses data from this event to further improve their onboarding programs, as well as to enhance
staff and guests’ experiences (Michelli, 2008).
The Walt Disney Company is another well respected hospitality organization that has developed
an exemplary new employee socialization program with its own brand name, Disney University. Every
new hire undergoes the company’s Day One Phase, better known as “Traditions,” which is an eight-hour
interactive onboarding experience. This phase introduces new hires (or “cast members,” as they are
called at Disney) to not only important information they need to know about their new role, but also to
the legacy and history of The Walt Disney Company. Emphasis is placed on Disney’s Four Keys to
Guest Service: Safety, Courtesy, Show, and Efficiency. After completing the “Traditions,” new hires are
transferred to their respective departments where they continue onboarding and training for their specific
jobs. At Disney, the onboarding process is embedded into the fabric of the organization. Employees (the
15
“cast members”) are seen first and foremost as company ambassadors rather than people who are there
just to perform job-related tasks (Lipp, 2013).
While Disney University is used to train employees, Disney Institute is the professional
development and external training arm of The Walt Disney Company. The Disney Institute mimics the
principles, ideas, and values of Disney University. Many companies worldwide use the principles
established by the Disney Institute to create their own onboarding programs. Jeff James, vice president
and general manager of the Disney Institute, suggests that while they are developing an onboarding
program for new hires, companies should ask the following three questions:
1. What cultural values will be established during this training experience?
2. Based on this training experience, what room will be left for improvisation by employees?
3. How will this training reflect care for employees? (The Disney Institute, 2015)
Chick-fil-A also uses its remarkable culture as the focal point of onboarding. The actual process
may differ slightly from location to location, which is not surprising, since the company operates over
2,200 independently run units (franchises) throughout the country. Though most of the new hires are
young and not likely to stay for long, the company still invests a great amount of effort, time, and
resources in training and onboarding to ensure a full understanding of the company’s purpose, values,
and culture. This approach stems from the belief of the company’s late founder, S. Truett Cathy, who is
best described in Dee Ann Turner’s book, It’s My Pleasure: The Impact of Extraordinary Talent and a
Compelling Culture (Turner, 2015). Mr. Cathy spoke with every new employee at company events.
Regardless of the employees’ position, he sought to personally welcome as many employees as possible.
This sent a powerful message down the ranks that every employee mattered—and it remains a core
principle of Chick-fil-A’s onboarding process. Despite its unorthodox methods for the fast-food industry
(e.g., being closed on Sunday), Chick-fil-A became the third-largest fast-food chain in America
(Business Insider, 2019), and since 2015 has ranked as number one in customer satisfaction (ACSI
Restaurant Report, 2018).
16
Onboarding at Private Clubs
Although there is an abundance of onboarding data, studies, and opinions available for other
industries, including other branches of hospitality, written onboarding materials specific to private clubs
are limited. At this time, the research archives on the CMAA website offer only two documents on new
employee orientation and none on new employee onboarding. The Hiring Handbook: Recruitment
Resources, Forms and Best Practices for Clubs (CMAA, 2010), a publication developed by CMAA,
briefly touches on this topic in “Section 9: The Offer and Orienting Your New Hire.” CMAA
University, an online learning platform for the delivery of education for CMAA members, offers several
video courses on this topic in its “HR and Management Module.” Another leading source for specialized
education in private clubs, the National Club Association (NCA), has available to its members a
publication called HR Management: Best Practices for Private Clubs (NCA, 2013). Chapter 4 provides
educational material on “Orientation and Onboarding” specific to private clubs.
Though little written material is available, research suggests that most private club managers and
their management teams understand the importance of proper onboarding, along with other HR
functions (Barrows, Rogoff, Robinson, 2017, McMahon Pulse Survey, 2018, Fornaro, 2019).
Like other businesses, many private clubs focus on culture during their onboarding process. An
example of the importance of assimilating new employees at private clubs can be found in the MCM
Monograph Integrated Team Management within the Private Club Industry (Bado, 2012).
Bado explained that new employee orientation, as part of the onboarding process, is an integral part of
establishing a connection between the club’s general manager and staff. This connection is crucial in
helping general managers successfully instill the organization’s cultural values into staff (Bado, 2012,
pp. 31–33). Another MCM Monograph, Club Culture: Are You Practicing What You Believe In?
(Wheeler, 2014), goes further and touches on several aspects of new employee onboarding: recruitment,
employee handbooks, orientation, job descriptions, and training (pp. 57–62). This monograph
17
demonstrates that proper onboarding techniques are important best practices that many clubs implement
to help new employees understand and embrace the culture of their clubs.
Employee Retention
Employee retention refers to an organization’s process of retaining employees and is arguably
one of the most challenging issues private clubs face in today’s labor market. Clubs that have low
employee retention deal with all of the challenges associated with high employee turnover.
To better understand the relationship between retention and turnover, it is important to first
recognize the distinction between voluntary and involuntary turnover. Voluntary turnover is initiated by
an employee, and involuntary turnover is initiated by the club. Turnover can be avoidable or
unavoidable. In a majority of cases, clubs have little or no control over unavoidable turnover due to the
nature of the business, especially in entry-level, hourly rate positions. Due to the needs of the business,
clubs employ a significant number of seasonal employees. Many seasonal employees are temporary and
have no intention of staying at the club long term, which adds to the turnover rate. Another contributing
factor to high unavoidable turnover rates is that Millennials, the current major target market, change jobs
an average of 6.3 times between ages 18 and 25 (Carnevale, 2013). Although research suggests that
there are numerous reasons why this is the case (Gallup, 2016), sometimes there is no specific reason at
all, other than that job-hopping is accepted among this generation, because most Millennials are in an
exploratory mode at this stage in their lives and are undecided as to their career path.
However, some involuntary turnover can be avoidable, and for the long-term success of the club,
it is imperative to address this issue. Literature suggests techniques to combat this problem (Tarallo,
2018, Gustafson, 2002, Mahan, 2018). As up to 20% of turnover occurs within the first 45 days of
employment (Hirsch, 2016), and turnover continues to be a serious challenge up to the first three months
of employment (Kammeyer-Mueller, Wanberg, Rubenstein, and Song, 2013), effective onboarding
programs are undoubtedly one of the key strategies to address this issue.
18
The Cost and Cost Benefits of Onboarding Programs
Onboarding programs have their costs and cost benefits. Since onboarding programs positively
impact the average duration of employment, one of the major benefits of such programs is higher
employee retention. Not only are costs reduced when employees are retained, longevity of employment
has a major impact on a private club’s level of service to its members. Longer employee engagement
periods allow time for relationships to develop between staff, members and management. In this
segment of the hospitality industry, a personal touch—knowing members’ names, remembering
members’ preferences, and establishing personal connections—is imperative for any private club to be
truly successful. Arguably, private club employees can only achieve this level of personal service
through longevity in their roles.
Conversely, private clubs that have low employee retention face many issues that translate into
increased direct business costs due to replacing departing staff (i.e., turnover costs). These costs include
those associated with separation, advertising, screening applicants, drug testing, interviewing and
selecting candidates, verifying background and employment, training, and other costs. Perhaps most
important to private clubs are the indirect costs: lost productivity, reduced morale, increased workload
for remaining employees, reduced quality of service, errors, waste, member and guest dissatisfaction,
and lost institutional knowledge (Glynn, 2012). These “indirect” costs directly affect the hospitality
experiences of members and guests—the main reason private clubs are in business.
According to the Society for Human Resource Management, the new Human Capital
Benchmarking Report (SHRM, 2016) shows that U.S. companies spend an average of $4,129 per new
hire. A significant portion of this amount is devoted to onboarding, while the rest is spent on recruiting
costs. Because hospitality establishments were represented in this study, the assumption is that private
clubs, as one segment, are likely to spend similar amounts. For many clubs, especially smaller ones ($3–
$6 million operating revenue), this is a significant expense that directly affects the bottom line. The
19
estimated cost to hire and train an employee who earns less than $50,000 annually is 20% percent of
his/her annual salary; for an employee who earns less than $30,000 annually, it is 16% of his/her salary
(Glynn, 2012). If an onboarding program can help retain employees, these costs can be avoided. An
effective onboarding program undoubtedly produces many other cost benefits for a company, since
retaining employees results in shortened productivity curves, increased employee engagement and
morale, and reduced avoidable attrition (Meuse, 2007).
Measuring Effective and Efficient Onboarding Programming
A common theme for companies that have mastered their onboarding process is making
company culture the centerpiece. Companies such as Netflix and Google constantly set new standards
for properly integrating new employees (Finkelshteyn, 2019). These companies invest a great amount of
time and money in ensuring the success of their new hires. They do not take chances on whether new
employees will work out for them (the “sink or swim” approach—a common feature of informal
onboarding) but instead proactively ensure that every new hire is made to feel as if he or she belongs,
which increases their confidence that they made the right decision in joining the organization. At Netflix
and Google, new employees begin their onboarding programs during the recruitment process, in advance
of their first day. The process is not solely the responsibility of HR managers and hiring supervisors, but
instead involves specialized teams. The new hires receive a clear roadmap with proper direction on how
to be successful in their new positions and roles. New hires also are provided with the right training
tools, so they gain the skills they need to become productive in the shortest time frame.
Successful onboarding in private clubs must benefit not only the club but its employees as well.
For the club, the reduced turnover due to effective onboarding means lower costs; for employees,
reduced turnover means they stay with the club longer, which often translates to higher levels of job
satisfaction and enhanced career opportunities. The result: both the club and its employees benefit from
better job performance, more commitment to the club, and lower stress levels, since all of the costs and
20
challenges associated with turnover are avoided for both the club and the employee. These shared
benefits of onboarding are conceptualized in Matthies (2019) graphic shown in Figure 1.1.
Figure 1.1
Successful onboarding programs are carefully planned and are usually separated into three time
periods. The Introduction period includes all tasks prior to the first day; the Orientation period includes
all tasks and processes during the first week; the Integration period includes all tasks and processes
completed in the first month, the first three months, and the first six months. This type of programming
is supported by best practices and evidences (CPS HR Consulting, 2017).
According to one researcher (Bauer, 2010), companies that implement the following practices
experience the most success in their onboarding programs:
1. Implement basics prior to the employee’s first day on the job.
2. Make the first day on the job special.
3. Design and implement formal orientation programs.
4. Create and use written onboarding plans.
5. Make onboarding participatory in nature.
6. Consistently implement onboarding.
7. Monitor progress over time.
8. Utilize technology to facilitate the onboarding process.
9. Recognize that onboarding takes place over time and use milestones to mark employee
progress—for example, at 30, 60, 90, and 120 days on the job (onboarding milestones may
continue up to one year after hire).
10. Engage key stakeholders in planning.
11. Include new employees in key stakeholder meetings.
21
12. Make sure the who, what, when, and where of onboarding processes are clearly spelled out.
Since the benefits of well-organized onboarding programs are evident (Stein and Christiansen,
2010), to ensure effectiveness, club leadership should consider involving trained professionals in these
programs, if they do not already have it. Because of the undeniable importance as well as the complexity
of assimilating new employees to a club and its culture, it is beneficial to have well-trained HR staff (or
a third-party support team with a full understanding of the club’s onboarding process) to oversee
onboarding activities. In some cases, this presents a challenge in the private club industry, especially in
smaller clubs with lower revenues that do not have the resources to employ HR professionals. In a 2018
McMahon Pulse Survey entitled Human Resources & Employee Issues (McMahon Pulse Survey, 2018),
club managers noted that the biggest benefit of having an HR department in private clubs is the
provision of new employee orientation. Other onboarding components scored above 50% on the scale of
importance for having an HR department at the club. However, research shows that most private clubs
typically do not have HR professionals on staff (Barrows, Rogoff, and Robinson, 2017). The same
research shows that most clubs lacking an HR department cannot support one due to their size and dollar
volume; therefore, smaller clubs have their general managers and department heads perform onboarding
procedures and other HR tasks (Barrows, Rogoff, and Robinson, 2017). Where this is the case, club
leadership should consider having their management staff fully trained to be able to successfully
perform these important HR functions.
There are several avenues available to general managers and department heads for receiving this
type of education and training if they do not have already it. One option is CMAA University, the online
learning platform for CMAA members. CMAA University offers several video courses on new
employee orientation in its HR and Management Module. Other options include HR seminars, courses,
and educational sessions offered by the American Hotel & Lodging Educational Institute, National
Restaurant Association, Professional Golfers’ Association of America, Golf Course Superintendent
22
Association of America, and other third-party training providers, as well as courses and other training
opportunities at local community colleges. Another option for clubs is to outsource the HR department
to an independent professional HR company.
Regardless of what clubs decide to do, a properly conducted onboarding program can be
considered successful if new employees have the following upon completion of the program:
• A full understanding of their role in the organization, what is expected from them, and what
needs to be done to achieve expected results.
• Confidence that they have the knowledge and tools to perform their jobs successfully.
• A feeling of connection with the organization and trust with their co-workers and supervisors.
• A full understanding of the organizational culture (Baek, 2016).
23
METHODOLOGY
Research Design, Population and Sample, Data Collection, Survey Instrument and Analysis
In creating this monograph, a qualitative approach was chosen to explore the onboarding
phenomenon. Qualitative research is a type of social science research that collects and works with non-
numerical data and that seeks to interpret meaning from this data to help understand social life through
the study of targeted populations or places (Qualitative Research: Data Analysis, 2019). Different
methods are used in qualitative research. The most common are interviews, focus group discussions,
observational methods, and document analysis (Choo, 2015, Qualitative Research: Data Analysis,
2019).
Interviews are useful to explore experiences, views, opinions, or beliefs on specific matters.
Accounts can be explored and compared to others to develop an understanding of underlying belief
structures (Green, 2010). There are different types of interviews: structured, semi-structured, or open/in-
depth, depending on how the interview is conducted by the researcher (Jaber, F., & Gubrium, 2012).
Often, the researcher develops a topic list before the start of the interview that can be used in a flexible
manner. The interview is a product of the interaction between the researcher and the interviewee. Many
factors must be considered when it comes to interviews: the setting, the skills of the researcher, the way
of phrasing questions, and the type of transcription of audiotapes, to name a few (Qualitative Research:
Data Analysis, 2019, Ranney, 2015).
One researcher (Boeije, 2010) suggests that two distinctive types of data analysis can be applied
in qualitative research: inductive and deductive. Inductive analysis starts from collected data and may
successively lead to the discovery of themes or concepts. Deductive analysis starts from a framework—
for instance, predetermined themes or categories based on a theory or piece of literature. The most basic
24
form is content analysis, an approach in which the categorization of themes is central (Qualitative
Research: Data Analysis, 2019, Riessman, 2008).
There are several general principles in qualitative data analysis that lead to good practices, such
as the importance of transparency, validity, reliability, comparison, and reflexivity (Qualitative
Research: Data Analysis, 2019). Transparency (a need to be explicit, clear, and open about the methods
and procedures used), is a necessity for all qualitative research.Validity shows the accuracy of
the research methodology and the results generated, based on the extent to which the research remains in
congruity with universal laws, objectivity, truth, and facts. Reliability is a notion that refers to delivering
consistent results time after time. Comparison is the data-analytic process where each interpretation and
findings are compared with existing findings as it emerges from the data analysis. Reflexivity is an
approach of attending systematically to the perspective of knowledge construction, especially to the
effect of the researcher, at every step of the examination process (Green,2010).
It is also important to carefully reflect on the ethical dilemmas related to research studies, as well
as the responsibilities of the researchers, especially regarding respondents. Among the most important
researcher responsibilities are securing informed consent and protecting the privacy of respondents,
particularly when a variety of stakeholders are included (Green, 2010).
Sixteen private clubs were invited to participate in this monograph. The clubs were chosen based
on (1) their membership in the Club Management Association of America (CMAA), and (2) their having
a dedicated operations manager or human resources manager charged with the task of onboarding
employees.
Each club was contacted via email and supplied with a participation letter outlining the purpose
of the monograph and requirements for voluntary engagement (see Appendix A). Eleven clubs indicated
their willingness to participate in the monograph. A detailed follow-up email was sent to the identified
25
participants explaining the scope of the research and their role in the monograph (see Appendix B).
Upon receipt of the additional information, one club chose not to participate.
Interviews were used as the data collection method. The interview questions were designed to
explore experiences, views, opinions, and beliefs about how onboarding programs impact the
employees, operational effectiveness, and general management of private clubs.
Participants were provided a copy of the interview questions prior to the interview in order to
prepare. A copy of the interview questions is available in Appendix C. Each interview was recorded
using the Rev Voice Recorder computer app and automatically transcribed into Microsoft Word
documents for analysis. (Rev Voice Recorder is an audio recording, dictation, and transcription iPhone
app that provides pay-per-use service.)
A deductive analysis was conducted from a framework of predetermined themes or categories
about onboarding processes and best practices found in related hospitality industries and related
literature.
The industry segment is represented by a wide variety of independently run and operated private
clubs. Private clubs are defined primarily by club type, size of membership, and the services they
provide. Clubs that do not have or choose not to invest resources in a dedicated HR professional to
create onboarding programming systems are forced to implement a decentralized onboarding approach
(McMahon Pulse Survey, 2018). A decentralized approach can present logistical issues in coordinating
multiple departmental onboarding, challenges with soliciting input from all affected employees
throughout the club, and challenges with identifying a spokesperson to report on universal practices
(Duggan, 2013).
26
Ethical Considerations
The researcher made every effort to comply with the requirements for studies involving human
participants. Great care was taken to ensure that issues regarding informed consent, respondent
confidentiality, and data security were attended to throughout the study.
Confidentiality and Privacy
The results from the study were only shown as aggregated totals or trends. All data were reported
in a confidential manner. Both personal and organizational confidentiality was protected in all reporting
procedures. Original documents submitted by voluntary participants are being held in a secure location
for a period of seven years and will then be destroyed.
The data collection procedures ensured autonomy, and the population under study did not
include children or other vulnerable groups. The researcher created a secure system to maintain the
participants’ anonymity during the distribution and collection of the interview instrument. In addition,
an informed consent letter was provided to potential participants, with information about the study
presented in a way that could be easily understood, allowing them to choose whether or not to
participate in the study (see Appendix D). To meet the standard for informed consent throughout the
study, all correspondence, verbal instructions, and the interview instrument itself reflected the voluntary
nature of the respondent’s participation, as well as the promise of autonomy.
Limitations of Methodology
The limitations for this study included its voluntary respondent participation, sample size,
instrumentation, truthful self-reported data, time, access, possible misunderstanding of data by the
researcher or misunderstood input provided by respondents, and inability to provide findings with
established statistical significance. Addressing some of the limitations by applying a different or more
robust methodology might address the research problem more effectively in future studies.
27
DISCUSSION, RESULTS, AND RECOMMENDATIONS
Many themes emerged from the results of the interviews conducted on the topic of onboarding
hourly employees in private clubs. Some themes confirmed previously understood relationships, while
others raised new questions or suggested new approaches to onboarding. In general, all respondents
agreed that clubs should implement pre-onboarding procedures, new hire orientation, and on-the-job
training. However, differences were evident regarding the clubs’ actual processes and procedures, based
on each club’s specific needs.
As the findings of this study suggest, onboarding concepts are similar from club to club. Through
analyzing collected data, it becomes apparent that the surveyed HR professionals appear to fully
understand the main purposes of onboarding: the introduction of new employees to their jobs, co-
workers, and the club and its work culture.
All participants understood the differences between orientation and onboarding, although one
club still referred to its onboarding process as “orientation.” (For the purposes of this monograph,
“orientation” is defined as a single event during which new employees are officially welcomed at the
club; “onboarding” is defined as a series of events starting from the employee’s initial job acceptance
through the first 90 days of employment.) The participants also understood the differences between the
technical aspects of onboarding (hiring tasks, paperwork, training) and the tasks necessary for
integrating new employees into the club’s work culture.
Although the clubs participating in this study followed similar onboarding principles, their
approach to onboarding techniques and procedures varied considerably, based on the club’s size,
location, and member needs.
In the following sections, this monograph reports findings on the practices and procedures that
participating clubs implement during their onboarding process for new hourly employees. At the end of
28
each section, there is a list of suggestions from participating clubs on how to make onboarding more
successful and productive.
Demographics Results
Out of the ten private clubs that voluntarily participated in this monograph, six were full-service
country clubs; one was a city club; two clubs had multiple locations (city and country clubs); and one
club was a golf club, although it had all the amenities of a full-service country club. Four clubs were in
the Southeast region of the United States, two were in the Mid-Atlantic region, and one club was located
in each of the following regions: Northeast, Southwest, Southcentral, and Midwest.
The full-time equivalent number of memberships at interviewed clubs ranged from 470 to 3,363.
The formula used to determine full-time equivalent members (FTEM) was the total annual dues divided
by the total number of full members, divided by 12. The number of full-time equivalent employees
(|FTE) ranged from 85 to 550. The formula used to determine the number of full-time equivalent
employees is the number of hours worked in a year divided by 2080. The number of part-time equivalent
employees varied widely among the participating clubs and ranged from nine to 535. Note: the club with
nine part-time employees had 140 FTE employees, and most of its workforce were FTE. For the purpose
of this monograph, a part-time employee was someone who worked less than 31 hours per week on
average. Every club participating in the monograph operated under the General Manager/COO/CEO
concept and employed at least one full-time human resources professional.
Onboarding Processes and Procedures
The results showed that the majority of participating clubs conducted variations of formal
onboarding programs with elements of informal programming. “Formal onboarding” refers to a written
set of coordinated policies and procedures that assist an employee in adjusting to his or her new job in
terms of both tasks and socialization (Bauer, 2010), while the informal approach refers to job training
29
that does not typically include any clearly defined socialization activities (Pike, 2014). The majority of
the clubs studied for this monograph spent a substantial amount of time and resources introducing new
employees to the club, to orient and integrate them into the workforce and, more importantly, into the
club’s culture. These clubs practiced proactive onboarding techniques.
Onboarding procedures lasted anywhere from 30 days at some clubs to 90 days at most clubs.
One club officially concluded a formal onboarding program in the first week, another after 120 days.
The fact that the majority of the participating clubs took their onboarding programs seriously was
another significant finding consistent with the practices of the leading hospitality establishments
explored in this monograph—Disney, The Ritz-Carlton, and Chick-fil-A (Michelli, 2008, Lipp, 2013,
Turner, 2015).
Although all participating clubs had an established set of procedures to onboard new hires and
used them in their formal onboarding techniques, their approaches were considerably different.
According to this research, clubs performed several standard onboarding practices. A first relatively
common practice was that all participating clubs conducted new employee orientation sessions for their
new employees (although two of the participating clubs did not provide an official orientation to their
new hourly employees hired within the grounds maintenance department).
Another common element was that onboarding techniques for new employees differed
considerably depending on the department they were working in. For example, at all studied clubs, new
food and beverage department staff went through different onboarding procedures compared to new
employees in the administration department. This is to be expected, as the specific role requirements
within these departments are different.
This study discovered some unique topics that certain clubs covered during their onboarding
process, such as tuition reimbursement eligibility, promotion opportunities, club member joining
processes, and a property tour game (an enjoyable way for new employees to learn their way around the
30
property). One studied club had an “employee engagement committee” that consisted of senior
employees and the general manager. The purpose of this committee was to ensure that new employees
were welcomed and engaged with the club not only during the onboarding process but during their entire
employment. One participating club used a third-party vendor to assist with the onboarding program. A
few participating clubs implemented an “onboarding passport program” for their new hires,
implemented as follows:
Table 1
Onboarding Passport Program
A new employee arranges a time to meet with a representative from each club department to
learn more about that particular department; meetings usually last an hour.
As a new employee learns about the department, the representative adds a sticker to the
passport when tasks are completed.
The goal is to visit all departments at the club (e.g., banquet, restaurant, golf, and pool) to fill
up the passport within his/her first 90 days.
At the end of each session, the new employee is required to write a lesson learned from each
department.
When the passport is complete, it is handed in to the employee’s supervisor.
A follow-up conversation is scheduled to discuss new employees’ first 90 days at the club (the
“stay interview”).
There were also some common topics covered during the onboarding processes at almost every
club. Examples included equal opportunity employment, equipment training for staff that handle
equipment, knives training for kitchen staff, and point-of-sales training for waitstaff and golf shop staff.
Lastly, the majority of participating clubs assumed that new employee onboarding started prior to
employment (pre-boarding), which is consistent with the beliefs and practices from other industries as
described in the Best Practices for Employee Onboarding Programs White Paper (CPS HR Consulting,
2017).
31
Pre-Boarding
Pre-boarding usually consisted of tasks from the time the applicant accepts the position to the first
day of employment. Once a job is accepted, most of the participating clubs followed up with either a
welcome letter or an offer letter and/or a personal phone call. Examples of these types of letters can be
found in Appendix E and Appendix F. These two letters were usually similar, although an offer letter
could be more formal and contain the conditions of employment, while the welcome letter was usually
more informal. During the pre-boarding phase, this study found that most clubs conducted drug
screening and background checks and provided new hires with a “new employee packet” either by hard
copy or electronically.
Table 2
The new employee packets from surveyed clubs consisted of some or all of the following:
I-9 Form, Federal Tax Form W-4, and related tax forms.
Basic information and acknowledgments.
Employee direct-deposit enrollment form.
Voluntary employee record information.
Safety manual acknowledgment and disclaimer.
Hazard communication.
Dress code information.
Employee meal information.
Employee handbook.
Disclosure agreement.
Work schedule.
Map of the property and parking directions.
Club organization chart.
These pre-boarding procedures were standard for most of the clubs, though there were also
significant differences. For example, as part of its pre-boarding program, one of the clubs required that
new applicants meet with multiple department heads. Another club used applicant tracking system
software to help streamline the pre-boarding process. One club was in the process of developing a series
32
of short videos featuring certain job positions at the club. The goal behind these “realistic job preview
videos” was to “familiarize potential employees with specific jobs and positions at the club.”
Table 3
To make new employee pre-boarding more productive, the participants in the study propose
the following:
Have most of the pre-hiring paperwork filled out prior to day one.
Take advantage of technology to speed up the hiring process (e-verify, docu-sign).
Take a photograph of all new hires and place it in their employee file and post it in the
employee breakroom.
Conduct uniform-fitting sessions before day one.
Orientation
New employee orientation is an integral part of a formal onboarding program, but it is just one of
many parts. It is important to note again that onboarding is still misunderstood by many companies and
is sometimes referred to as an “orientation.” As mentioned previously, a traditional orientation is a one-
time event and usually features a one-way flow of information from the company (presenter) to the new
employee, while onboarding is a longer, more interactive, and ongoing process from acceptance of the
job through the first 90 or more days of employment (Hampel and Lamont, 2011).
All clubs that participated in this research conducted new employee orientations. Orientations
were conducted classroom-style and typically included a PowerPoint presentation and a tour of the
property. Most clubs used HR department staff to conduct orientations. In some clubs, orientations were
conducted by the HR director and recruiter, and only by the HR director in others. Some clubs also had
their general manager participate in orientations, while in others, department heads were involved as
well. Having the general manager involved in the orientation event is highly recommended and is
considered a best practice by leading hospitality companies, particularly The Ritz-Carlton (Heyroth,
2003).
33
Some clubs emphasized information about workplace culture during the orientation event,
concentrating on the club’s history, principles, and values, while other clubs focused on more pragmatic
and technical aspects of the job (usually found in the employee handbook as well), such as Occupational
Safety and Health Administration (OSHA) safety procedures, injury reporting procedures, helpful
information for navigating the property, and information concerning medical and other benefits,
transportation, discrimination, retaliation, and harassment.
Orientation events at the participating clubs lasted from two to six hours. Similar to other parts of
the onboarding programs, new employee orientation events varied from club to club depending on the
unique needs of each club. One of the studied clubs had different orientation events for their part-time
and full-time employees. Another club had different orientation sessions for their regular employees and
their seasonal/foreign employees. During orientations for seasonal/foreign workers, some topics are
covered that are not usually covered for other employees, such as information about employee housing
arrangements, banking procedures (direct deposit of pay checks, getting cash, savings accounts), and
transportation to and from the club.
Table 4
To make new employee orientations more productive, the participants in the study proposed
the following:
Make orientation events interactive and participatory.
Treat orientation events like other club functions. Set up the room so that it looks
appealing and professional. Provide food and beverage service (breakfast, snacks,
lunch).
Have the general manager and department heads actively involved during the event.
Talk about the history of the club.
Have new employees oriented during the first two weeks of employment, and preferably
during the first week. (Note: some clubs find this challenging due to the seasonality of
staffing needs.)
Provide personalized gifts (hats, mugs, water bottles, gift baskets) with the club’s logo
to all participants.
Conduct a post-orientation survey to find out how new employees feel about the club.
Provide all new employees with the club’s newsletter and other publications.
Sign up new employees to the club’s email distribution list.
34
The First Day and Week of Employment
All study participants agreed that the first week of employment was a crucial time for new hires
to be fully introduced and acclimated to the club. The first day and/or week of a new employee’s life at
the club can be viewed as a linchpin of the onboarding process. Most clubs used day one to finish
paperwork and finalize other hiring tasks not completed during the pre-boarding process. Nine out of ten
of the studied clubs conducted new employee orientation and training during the first week. Only one
club deferred their new employee orientation event to week two, due to their seasonal staffing needs.
On-the-job training (OJT) differs from club to club. While at one club OJT consisted of learning
how to navigate the property, getting familiar with clocking in and out, learning about the club’s policies
and procedures, and shadowing more senior employees, other clubs had their new hires start providing
service on day one. Factors that determined when new hires started OJT included their previous
experience, their current position, and the club’s immediate needs. While some HR professionals
believed that new hires should never start OJT until they completed orientation, others felt that
sometimes this was not practical in private clubs. One HR professional used the example of a new hire
who was a dishwasher with previous experience, and the club’s kitchen had an immediate need for that
employee. This HR professional could not see any reason why this new hire should not start OJT
immediately rather than waiting to go through orientation first.
A correctly implemented buddy system is another suggested part of a comprehensive onboarding
program (Klinghoffer, Young, and Haspas, 2019). As per Merriam-Webster, the first known use of the
phrase “buddy system” goes as far back as 1942. Webster defines the buddy system as “an arrangement
in which two individuals are paired to work together for mutual benefits. The buddy system refers to
working together in pairs in a large group or alone. Both individuals have to do the job.” Useful
35
additions to this definition include the objective to ensure that the work is finished safely, and that the
skill/learning is transferred effectively from one individual to the other.
This study found that only two clubs had a comprehensive buddy system in place, though most
clubs used an informal variation of it. One club had a formal buddy system in some departments, but not
in others. There may be a formal buddy system in place for a club’s food and beverage department, for
example, but the grounds maintenance department may approach this informally.
At all clubs, new employees were eventually paired with seasoned employees during the training
process. In most cases, regardless of whether a buddy system was formally implemented, top performing
staff members were assigned to train hew hires. Some of the personal characteristics of these
trainers/buddies included high performance, a positive attitude, an ability to work independently, a
strong work ethic, loyalty, and dependability. The clubs usually paid higher hourly rates to employees
who undertook this role. One HR professional noted that it is becoming increasingly hard to find
qualified employees willing to take on the role of buddy or trainer.
Table 5
To make the new employee’s first day and first week more successful and productive, the
participants in the study proposed the following:
Have HR professionals or department heads welcome new employees on the first day,
usually in the club lobby.
Help new hires complete or finish paperwork.
Schedule a lunch for the new hire with a buddy and/or some other designated person on the
first day.
Make new employees feel welcome and engaged with the entire staff—not just with the
trainer or buddy.
36
Use of Technology as a Tool in the Onboarding Process
While some clubs tended to use technology sparingly, others embraced it. One participant shared
that the club valued the “personal touch” between individuals and worried that introducing more
technology into their operations, including onboarding, might interfere with personal interactions.
The clubs that used technology most often offered PowerPoint presentations during orientation
events. These presentations were always accompanied by a live facilitator. Although most presentations
consisted of a combination of texts, pictures, and videos, one club only used images in its PowerPoint
onboarding presentation. Several clubs also used tech-savvy third-party vendors to help them in their
pre-boarding and onboarding activities. For example, during pre-boarding activities, these vendors made
it possible for new hires to fill out their paperwork online and get introduced to the club through
specialized videos.
The most mentioned online training platform used by surveyed clubs was provided by CMAA
University; several third-party payroll services offering online training modules to new hires were also
mentioned. The most common online training involved sessions about workplace safety, harassment,
discrimination, and hazard procedures.
After Onboarding
Participants in this monograph indicated that onboarding programs for new hires at their clubs
were mostly finished after 90 days of employment. Only a few clubs conducted formal stay interviews
after onboarding was officially completed. In lieu of a stay interview, some clubs conducted a survey,
sometimes electronically, with newly onboarded staff, while other clubs performed a 90-day evaluation.
A sample new employee survey is shown in Appendix G. One participant noted that some HR third-
party consultants might provide an electronic post-hire survey. One club had a “coffee and cookie” chat
session with new hires.
37
HR professionals from clubs that did not conduct official stay interviews or surveys still tried
keep in contact with all new hires during their onboarding programs. This enabled them to learn how the
new employees were acclimating to the club, their roles, and the club’s culture. The HR professionals
periodically observed how new employees engaged with their peers and the management team, how
efficiently they were performing daily tasks, and how comfortable they were in asking questions. One
HR professional believed that seeing employees in action is one of the main ways of measuring the
efficacy of an onboarding program.
Table 6
The participants provided some suggested questions that might be asked during a stay
interview or post-hire interview:
Do you feel like you had a welcoming experience?
Do you feel like this has been a good onboarding process?
Do you feel that you have the skills, knowledge, and tools to do your job effectively?
What advice would you offer to somebody new starting in your department that you wish
you had known?
Were you greeted in a warm and friendly manner on your first day and in the first week at
the club?
How would you describe the culture at our club?
What was the first impression of our club?
Do you feel you are receiving the expected training?
Have you received all your uniforms?
Do you have any questions for us?
Is there anything we can do for you?
What did we do right?
What did we do wrong?
What additional training do you feel you need?
Do you feel like you have the resources you need to do your job?
How is training going?
What have you learned so far?
Do you feel comfortable?
Benefits of Onboarding Programs at Private Clubs
The benefits of well-conducted, effective new employee onboarding programs are well-
documented by numerous studies, books, and articles (Stein and Christiansen, 2010). These benefits can
be separated into two general groups: tangible and intangible. Onboarding’s intangible benefits for the
clubs that participated in this study mostly related to the consistency of service delivery, employee job
38
satisfaction, understanding of club culture, autonomy for employees to make decisions, and support for
the club’s mission statement. The participants believed that the tangible benefits were mostly related to
reduced new hire turnover and labor cost savings. However, many participants found it difficult to
specifically explain and pinpoint the benefits of their club’s onboarding program.
During the interviews, all participants agreed that their onboarding programs were beneficial to
their clubs, but they offered very little quantifiable data to back up this belief. Most participating clubs
did not formally measure any tangible, practical benefits of their onboarding programs. One participant
shared that since the club had implemented a formal onboarding program three years ago, its overall
employee turnover rate had fallen to under 3%. The assumption was that the onboarding program had
contributed at least in part to lowering the turnover rate. Another participant shared an example of how
the onboarding program taught new hires how to protect the club’s assets. Protecting club assets could
be a tangible benefit of an onboarding program.
When asked if their onboarding programs reduced labor costs, most participants agreed, but a
few were unsure. One participant shared that the club’s labor costs actually increased since they had
implemented an onboarding program. Part of this increase was due to higher wages for trainers and
buddies. When participants were asked to describe how the onboarding program positively affected the
consistent delivery of services to members and guests, they mostly referred to member satisfaction
metrics, although they could not make a direct connection between the onboarding program and member
satisfaction. Some gave examples of how training, as part of onboarding, was essential to consistency of
service.
Onboarding of Foreign-Born Employees
Similar to businesses in other segments of the hospitality industry (USDL-18-0786, 2017), all
participating clubs employed a considerable number of employees born in other countries. In many of
these countries, the primary language was not English. Most of these foreign-born workers were
39
seasonal guest workers or immigrants/refugees permanently settled in the United States. They had
various deficiencies in speaking English; therefore, the language barrier was the primary obstacle in
onboarding this segment.
All but one of the participating clubs attempted to accommodate non-English-speaking new
hires. Spanish was the most frequently mentioned foreign language that accommodations were made for,
although certain clubs also made accommodations for other languages (e.g., Burmese, Arabic, Swahili,
Serbian, and Croatian). Most of the clubs used either an in-house interpreter, usually a bilingual manager
or supervisor, or a third-party interpreting agency during pre-hiring and orientation events. Several clubs
had HR documents, such as discrimination, harassment, and retaliation policies, translated into Spanish,
and one club conducted an entire new employee orientation event in both English and Spanish. One of
the participating clubs, due to a significant number of foreign-born seasonal workers, had an entirely
different onboarding program for its domestic and seasonal/foreign staff. Another participating club, due
to a substantial number of foreign-born permanent resident workers, offered English-as-a-second
language (ESL) classes to its employees as part of its onboarding program.
One HR professional shared that their club used Google’s translator feature to translate
onboarding documents from English to Spanish. One of the studied clubs developed a specific “buddy
program” to help assimilate their seasonal/foreign staff and interns to the club and to American culture.
The following paragraphs describe this program:
Purpose: The Buddy Program will help new interns better understand workplace systems, processes,
and culture. When a new staff member feels like a part of the workgroup, they will gain more
confidence and are more likely to become productive faster. Each Intern will be paired with a
domestic “buddy” when they begin their internship, and the buddy will meet with the new staff
member during their first week of employment. The buddy’s role is to be someone who they can go
to for questions, issues, advice, or just to have a friend to share lunch with. A buddy will not be a
substitute for a supervisor but merely introduced as a person to help them acclimate into the club and
the American culture.
Buddies have been recognized as someone with strong work performance, excellent communication
and interpersonal skills, and are well regarded and accepted by current staff. As a buddy, we hope
40
they will possess a positive outlook on the club and use their perspective to encourage a sense of
pride and loyalty in our new staff member.
Expectations: As a part of the Buddy Program, you are expected to maintain an open line of
communication with your Intern. You are here to help them have a good experience throughout their
yearlong program with us. As time permits, the Buddy should connect with the Intern at least 1 time
on a bi-weekly basis, but as the year goes on, the connection does not have to be in person and may
be less formal.
Suggested Onboarding Process for New Hourly Employees at Private Clubs
Evidence gathered during this study from data collected through interviewing club HR
professionals and by reviewing the literature suggests that private clubs could clearly benefit from
formalizing and streamlining their onboarding programs. A successful onboarding program requires a
systematic approach consisting of four phases: (1) pre-boarding tasks, (2) day one tasks, (3) week one
tasks, and (4) first 3–6 months tasks. Although tasks and procedures will differ from club to club and
from situation to situation, general principles remain consistent:
1. Onboarding begins upon job acceptance.
2. Orientation is a one-time event; onboarding is an ongoing process.
3. A “buddy system” (formal or informal) is an important part of the onboarding process.
4. General cultural assimilation and the more technical and job-specific aspects of
onboarding, although different, are linked and are equally important.
5. Embracing technology will benefit the onboarding process.
6. Onboarding programs should be customized to each club’s specific needs.
7. After the formal onboarding process is over, clubs should continue to seek feedback from
their new hires to make sure they are thriving in their new work environment.
The following chart (Exhibit 1) provides suggestions derived from this study to help club
managers and HR professionals develop or enhance their current onboarding programs. The information
in Exhibit 1 should be looked at as suggestions and customized to fit each club’s unique needs and
culture.
41
Exhibit 1
Appendices H and I provide a sample onboarding template and checklist that may be helpful as a
starting point for club managers and HR professionals who would like to create a new onboarding
program or enhance an existing one.
Future Study of the Onboarding Process
Demonstrated in part by the results of this monograph as well as the ongoing interest and
importance of onboarding as an integral part of retaining employees by private clubs, the following
recommendations for further research are offered:
1. Onboarding of hourly employees beyond 90 days.
2. Onboarding of supervisory and executive employees.
3. Expanding the current monograph to more clubs based on type and size.
4. Quantitative monograph approach surveying new hires’ perspectives.
5. The use of third parties in onboarding programming.
6. Details of applicable onboarding procedures for seasonal, part-time, and non-English-speaking
employees.
7. Training as a component of onboarding and its relation to consistency of service.
Pre-boarding
Hiring procedures
Start hiring paperwork
Day one/Week one
Complete paperwork
Conduct orientation
Job introduction
Buddy/trainer introduction
Week one/Three months
On-the-job training
Begin integration
Three months/Six months
Stay interview/survey
Benefits discussion
Periodic check-ins
Complete intergration
42
In Conclusion
As the results of this and many similar onboarding studies reveal, there is a complex but
identifiable and measurable relationship between the use of onboarding programming and operational
results in terms of employee retention, reduced employment costs, employee satisfaction, delivery of
member services, and the overall financial success of private clubs. Although ongoing debates do linger
about the effective and practical application of onboarding processes, it is clear that onboarding is a
distinctive and important process (separate from orientation) that is used by other successful hospitality
industry segments to support and educate employees about an organization’s culture.
Clubs that successfully develop and implement a meaningful, culture-based onboarding program
gain a distinct advantage over competitor firms in the hospitality industry through enhancing their ability
to attract and retain a stable workforce. Employees must be given the opportunity throughout the
onboarding process to demonstrate their understanding of the organization and its culture. A club’s
business strategy, which is executed through clearly defined employment tasks and responsibilities, must
also align with these same shared cultural values.
Every new employee gets onboarded, regardless if the company has a formal onboarding
program or not (Stein and Christiansen, 2010). The mere process of hiring and training employees is a
form of onboarding; therefore, every club has an onboarding program. The question is: how effective is
the onboarding program? Clubs must ensure that employees feel valued and understand every aspect of
their role; a good onboarding program will do that. A successful onboarding program also helps new
hires connect with the club and feel like they are part of the team. Clubs that lower their employee
turnover rate may benefit from higher retention, which can result in lower turnover costs, higher
performance by staff, and higher member satisfaction. Due to the nature of the hospitality business, high
membership satisfaction is necessary for the success of private clubs.
43
Although well-designed HR programming, including onboarding, is important, it is only one
element in achieving employee satisfaction. Many other factors influence hourly employee retention at
private clubs, and further research on this topic is encouraged. Although larger-dollar-volume clubs have
access to more resources (e.g., a paid HR professional on staff), smaller clubs can conduct onboarding
programs with fewer resources and less structure—and this does not necessarily mean those programs
and results will be subpar compared to those of larger clubs. If the onboarding practices suggested in this
monograph are adequately implemented, every club, regardless of size, should be able to implement a
successful new hourly employee onboarding program.
44
REFERENCES
ACSI. (2018). ACSI Restaurant Report. Ann Arbor, MI: ACSI.
Bado, M. (2012). Integrated Team Management within Private Club Industry.
Baek, P. B. (2016). How do you Measure the Impact of Effective Onboarding Practices? Ithaka, NY:
Cornell University, ILR School.
Barrows, C., & Robinson, M. (2019). The Management of Private Membership Clubs. London, UK:
Goodfellow Publisher.
Barrows, C., Powers, T., & Clayton, W. (n. d.). Introduction to Management in the Hospitality Industry.
New York, NY: Wiley.
Barrows, C., Rogoff, J., & Robinson, M. (2017). Human Resource Management Responsibilities in
Private Clubs. Journal of Human Resources in Hospitality & Tourism, 16(2), 153-170.
Bauer, C. (2010). Onboarding New Employees: Maximizing Success. SHRM Foundation’s Effective
Practice Guidelines Series. Alexandria, VA: SHRM Foundation.
Belinne. J. (2017). The Care and Feeding of Your Young Employee: A Manager’s Guide to Millennials
and Gen Z. Scotts Valley, CA: CreateSpace Independent Publishing Platform.
Boeije, H. R. (2010). Analysis in Qualitative Research. New York, NY: SAGE Publications.
Business Insider. (2019, June). Chick-fil-A is now the 3rd-largest restaurant chain in America, and
McDonald's and Starbucks should be terrified. Retrieved from:
https://www.businessinsider.com/chick-fil-a-third-largest-restaurant-chain-in-america-2019-6
Carnevale, A. P. (2013). Failure to Launch- Structural Shift and The New Lost Generation. Washington
DC: Georgetown University.
Choo, E. C. (2015). Qualitative Research in Emergency Care Part I: Research Principles and Common
Applications. Acad Emerg Med, 22(9), 1096-102.
CMAA. (2010). The Hiring Handbook: Recruitment Resources, Forms and Best Practices for Clubs.
Alexandria, VA: CMAA.
CMAA. (2017). Industry Study Recruiting Hourly Employee. Alexandria, VA: CMAA.
CPS HR Consulting. (2017). Best Practices for Employee Onboarding Program. Sacramento, CA: CPS
HR Consulting.
Duggan, T. (2013). The Role of Human Resource Personnel in a Decentralized System. Retrieved from:
https://yourbusiness.azcentral.com/role-human-resource-personnel-decentralized-system-
25500.html
EMGO. (2019, November). Qualitative Research: Data Analysis. Retrieved from:
http://www.emgo.nl/kc/qual-data-analysis/
Finkelshteyn, M. (2019, March 1). Top 10 Employee Onboarding Programs. Retrieved from Sampling:
https://www.saplinghr.com/blog/top-employee-onboarding-programs
45
Fornaro, J. J. (2019, July). Onboarding Your Staff -What You Need to Know and Do. Boardroom
Magazine.
Fry, R. (2018). Facttank. Retrieved from: https://www.pewresearch.org/fact-
tank/2018/04/11/millennials-largest-generation-us-labor-force/
Gallup. (2016). How Millennials Want to Work and Live. Washington DC: Gallup.
Globalization Partners. (2019, March). Tips for Onboarding International Employees. Retrieved from:
https://www.globalization-partners.com/blog/tips-for-onboarding-international-employees/
Glynn, H. B. (2012). There Are Significant Business Costs to Replacing Employees. Washington DC:
Center for American Progress.
Green, J. A. (2010). Qualitative Methods for Health Research. New York, NY: SAGE Publications.
Gustafson, C. M. (2002). Employee turnover: a study of private clubs in the USA. International Journal
of Contemporary Hospitality Management, 14(3), 106-113.
Hampel, B., & Lamont, E. (2011). Perfect Phrases for New Employee Orientation and Onboarding.
New York, NY: The McGraw-Hill Companies.
HCI/Kronos. (2017). New Hire Momentum: Driving the Onboarding Experience. Lowell, MA: Kronos.
Heyroth, A. (2003). Best Practices in New Hire Orientation-Review of Contemporary Corporate
Programs. Denver, COL: Daniels College of Business - University of Denver.
Hirsch, A. S. (2016, June). Reducing New Employee Turnover Among Emerging Adults. Retrieved
from: https://www.shrm.org/resourcesandtools/hr-topics/employee-relations/pages/reducing-
new-employee-turnover-among-emerging-adults.aspx
Jaber, F., & Gubrium, J. A. (2012). The SAGE Handbook of Interview Research: The Complexity of the
Craft. New York, NY: Sage Research Methods.
Kammeyer-Mueller, Wanberg, Rubenstein, Song. (2013). Support, Undermining, and Newcomer
Socialization: Fitting in During the First 90 days. Academy of Management Journal, 56(4), 141-
153.
Klinghoffer, D., Young, C., & Haspas, D. (2019, June). Every New Employee Needs an Onboarding
“Buddy”. Retrieved from: https://hbr.org/2019/06/every-new-employee-needs-an-onboarding-
buddy
Laurano, G. (2015). The True Cost of a Bad Hire. Palm Beach, FL: Brandon Hall Group.
Lipp, D. (2013). Disney U: How Disney University Develops the World's Most Engaged, Loyal, and
Customer-Centric Employees. New York, NY: McGraw Hill Education.
Mahan, N. (2018). Retention Report-Truth & Trends in Turnover. Franklin, TN: Work Institute.
Matthies, A. (2019). What Are Employee Onboarding Processes? Retrieved from:
https://www.smartsheet.com/employee-onboarding-processes-plans-best-practices-flowcharts
46
Maurer, R. (2020). New Employee Onboarding Guide. Retrieved from:
https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/new-employee-
onboarding-guide.aspx
McMahon Pulse Survey. (2018). Human Resources & Employee Issue, 13(4), 4-5.
Meuse, G. D. (2007). A Review of Onboarding Literature. Lominger Limited, Inc, a subsidiary of
Korn/Ferry International
Meyer, A. (2016). The Impact of Onboarding Levels on Perceived Utility, Organizational Commitment,
Organizational Support, and Job Satisfaction. Journal of Organizational Psychology, 17(5), 5-8.
Michelli, J. A. (2008). The New Gold Standard: 5 Leadership Principles for Creating a Legendary
Customer Experience Courtesy of the Ritz-Carlton Hotel Company. New York, NY: McGraw
Hill Education.
Morgan, J. (2019). Inside View. Alexandria, VA: CMAA.
Morgeson, F. P. (2013). Reducing Turnover Through Hiring – Improve Employee Retention Through
Recruitment, Selection and Onboarding. East Lansing, MI: University of Michigan.
NCA. (2013). HR Management: Best Practices for Private Clubs. Washington DC: NCA.
Nelson, J. M. (2011). Running up the Curve: Adult Learning Styles and Employee Onboarding. St. Paul,
MIN: St. Catherine University.
Panopto. (2019, April 4). How Long Should Your Employee Onboarding Process Be? Retrieved from:
https://www.panopto.com/blog/how-long-should-your-employee-onboarding-program-be/
Patterson, J. (2016, September 6). The 7 Most Important Benefits of Blended Learning. Retrieved from:
https://www.knowledgewave.com/blog/benefits-of-blended-learning
Pike, K. L. (2014). New Employee Onboarding Programs and Person Organization Fit: An Examination
of Socialization Tactics. Seminar Research Paper Series, Paper Nr. 24.
Ranney, M. L. (2015). Interview‐based Qualitative Research in Emergency Care Part II: Data
Collection, Analysis and Results Reporting. Academic Emergency Medicine, 22(9), 1103-12.
Reilly, C. (2016, June). 4 Reasons Technology Is the Future of Onboarding. Retrieved from:
https://www.entrepreneur.com/article/276387
Riessman, C. K. (2008). Narrative Methods for the Human Sciences. New York, NY: Sage Publications.
Ritz Carlton Leadership Center. (2015). Culture and Onboarding. Retrieved from:
http://ritzcarltonleadershipcenter.com/2015/12/culture-and-onboarding/
SHRM. (2016, November). Human Capital Benchmarking Report. Retrieved from:
https://www.shrm.org/hr-today/trends-and-forecasting/research-and-surveys/pages/2016-human-capital-
report.aspx
Stein, M. A., & Christiansen, L. (2010). Successful Onboarding: Strategies to Unlock Hidden Value
Within Your Organization. New York, NY: McGraw-Hill Education.
47
Tarallo, M. (2018). How to Reduce Employee Turnover Through Robust Retention Strategies.
Alexandria, VA: SHRM.
The Disney Institute. (2015). Onboarding at Disney-When Magic Happens. Retrieved from:
https://www.abcbizcoach.com/2014/07/21/when-the-magic-happens-onboarding-at-disney/
Triest, L. (2002). The Impact of Demographic Change on US Labor Markets. New England Economic
Review, 1, 47-68.
Turner, D. A. (2015). It’s My Pleasure: The Impact of Extraordinary Talent and a Compelling Culture.
San Francisco, CA: Elevate.
United States Department of Labor-18-0786. (2017). Foreign-born workers: Labor force
characteristics. Washington DC: The Bureau of Labor Statistics.
USDL-18-0786. (2017). Foreign-born workers: Labor force characteristics. Washington DC: The
Bureau of Labor Statistics.
Wheeler. (2014). Club Culture: Are You Practicing What You Believe In?
48
APPENDICES
Appendix A: Participation Letter
[Participation letter outlining the purpose of the monograph and requirements for voluntary
engagement.]
Dear _________,
I am pleased to announce my intention to pursue CMAA’s Master Club Manager MCM
designation. As a part of the requirement, I am conducting an exploratory study of onboarding
programming in the private club industry. The purpose of this research is to gain knowledge regarding
the onboarding process and its impact on hourly employees at clubs.
Your club has been recommended by one or more of the General Managers on the MCM
Academic Council, and I am inviting your club to participate in this study. Participation in the study
requires an approximate 30-minute recorded phone interview with the human resources manager most
responsible for your new employee onboarding processes and procedures at the club. If you decide to
participate in this research, please provide me with her/his name and email, and I will contact her/him
(copy to you) directly with more details.
All responses will remain anonymous and confidential, including the names of participants and
clubs. The results of the study will be published and shared through the Club Management Association
of America (CMAA).
I thank you in advance for your assistance and your time. If you have any questions about the
study, please contact me directly.
Boris Gradina, CCM, CCE
49
Appendix B: Follow-Up Email
[Detailed follow-up email to the identified participants explaining the scope of the project and their role
in the monograph.]
Dear ________,
You may know that (name of club manager) has recommended you participate in an exploratory
study of onboarding programming in the private club industry. I am undertaking this study to develop a
monograph required by the Club Management Association of America (CMAA) for its Master Club
Manager (MCM) designation.
You were recommended and chosen to participate in this study based on your extensive
knowledge of and practical work experience as a human resource professional in our industry. The
purpose of this research is to gain knowledge and best practices regarding the onboarding process and
procedures and its impact on hourly employees. The data gathered will be used to recommend an
implementable onboarding process to managers of private clubs.
Specifically, the goals of this study are:
1. To define the concept of onboarding for the private club industry (what it is and what it is not).
2. Examine and report on the current perceptions and understanding of onboarding programs in the
private club industry.
3. Identify successful examples of onboarding procedures used by private clubs.
4. To recommend specific onboarding and other tactics, procedures, and programming that may
enable private clubs to achieve higher staff retention levels.
Your participation in the study will require an approximate 30-minute recorded phone interview. All
responses, including your name and the name of your club, will remain anonymous and confidential.
50
The data gathered will be presented as common themes, trends, or best practice examples, and study
results will be shared with your peers throughout CMAA.
A list of interview questions is attached to this e-mail. Please review the questions and gather any
information that will be helpful in your responses. If you have any additional questions about the study,
please do not hesitate to contact me directly.
I thank you in advance for your assistance and your time. Please contact me at your earliest
convenience to schedule the date and time for the phone call.
Boris Gradina, CCM, CCE
51
Appendix C: Interview Questionnaire
[Interview questionnaire for HR professionals at private clubs.]
HR Professional Interview Questionnaire
Voluntary Demographic Information
1. Which club type best describes your club? Examples: Country Club, City Club, etc.
2. In what part of the country is your club located?
3. What is the Full-Time Equivalent (FTE) membership size of your club? Note: FTE membership size
= Club’s total annual dues revenue (from all member categories) / the full class A member’s dues
rate
4. What is your average number of full-time equivalent employees (FTE)?
Note: FTE is number of hours worked in a year / 2080
5. What is your average number of part-time employees?
Note: A part-time employee is someone who works less than 31 hours per week (on average).
Interview Questions
1. Is there a specific onboarding process for all hourly employees or does the onboarding process vary
by department, position, and/or location of the club (where there are multiple locations)? If so, what
determines whether specific onboarding processes are used for specific employees and/or by
different positions or departments?
2. Who is responsible for conducting the onboarding program at your club, and what are their specific
roles and responsibilities?
3. Approximately, how long is the onboarding process for your hourly employees?
4. Before the incoming employee’s start date (the pre-boarding phase), what contact is made with the
incoming employee and what pre-employment activities are included (such as a welcome
52
letter/packet or info to make orientation more helpful)? If a welcome packet is provided, what are its
contents?
5. During your onboarding process, what topics are communicated and how?
6. What onboarding tasks or procedures are implemented during the first week of employment?
7. When do your new hourly employees begin actual on-the-job training (OJT)? Note: OJT is training
provided to an employee in the workplace while he or she is doing the job for which training is
provided.
8. After the onboarding process is completed, do you conduct a stay interview or post-hire interview
with the new hourly employees? If yes, what are common topics? If there is no interview or survey
at the end of the onboarding process, what are other ways used to show completion of the
onboarding process?
9. Do you use a “buddy system” during your onboarding process? If yes, please describe how one or
more “buddies” are selected and the responsibilities of those who perform in this role.
10. If your onboarding program reduces labor costs, what are examples of cost reductions?
11. Describe how your onboarding program may positively affect the consistent delivery of service to
members and guests.
12. Describe how your onboarding program may help make the new employee feel welcome.
13. Describe how the quality and/or effectiveness of your onboarding program is measured.
14. Are some (or all) aspects of the onboarding process provided in a language other than English, if
necessary? If so, for which onboarding activities are these accommodations made? What determines
which activities are provided in a language other than English? What are several key points that club
managers should know about your non-English onboarding activities?
15. Do you have any other comments, ideas, or suggestions to share that will assist club managers in
creating an effective onboarding program?
Thank you again for your time.
53
Appendix D: Consent Form
[Consent form for an interview.]
Research for MCM Monograph: Onboarding of New Employees at Private Clubs
Consent Form for an Interview
Please initial
box:
I confirm that I have read and understood the information regarding this research sent to me via email
dated (September ___, 2019) from Boris Gradina, CCM, CCE, and have had the opportunity to ask
questions.
I understand that my participation is voluntary and that I am free to withdraw at any time without giving
any reason and without there being any negative consequences. In addition, should I not wish to answer
any particular question or questions, I am free to decline.
I understand that my responses will be kept strictly confidential. I understand that my name will not be
linked with the research materials and will not be identified or identifiable in the report or reports that
result from the research.
I agree for this interview to be audio-recorded. I understand that the audio recording made of this
interview will be used only for analysis and that extracts from the interview, from which I would not be
personally identified, may be used in any CMAA (Club Management Association of America) conference
presentation, report, or journal article developed as a result of the research. I understand that no other use
will be made of the recording without my written permission and that no one outside the research team
will be allowed access to the original recording.
I agree that my anonymized data will be kept for future research purposes, such as publications related to
this study after the completion of the study.
I agree to take part in this interview.
________________ ___________________
Name of participant Date Signature
______________________________________________________________________
Principal interviewer Date Signature
To be countersigned and dated electronically for telephone interviews, or in the presence of the participant for face-to-face interviews.
Copies: Once this has been signed by all parties, the participant should receive a copy of the signed and dated participant consent form, and
the information sheet. A copy of the signed and dated consent form should be placed in the main project file, which must be kept in a secure
location.
Thank you for reading the information sent to you via email about this study and the interview. If you agree to participate
then please complete and sign the form below. Please initial the boxes below to confirm that you agree with each statement:
54
Appendix E: Job Offer Letter
[Example of a job offer letter.]
FIRST NAME,
Thank you for speaking with us to discuss employment opportunities at the CLUB NAME. On
behalf of the Club, I would like to offer you a position as an XXXXX. As an XXXXX, you will earn a
base rate of $XX.XX per hour and any hours worked in excess of 40 hours per week will be paid at a
rate of 1.5 times your base rate of pay.
Your employment with the CLUB NAME is contingent upon you satisfactorily completing the
employment screening process, which includes a background check and drug screen. The background
check and drug screen will be completed prior to your first day of work.
The Immigration Reform and Control Act requires the Club to verify your work eligibility, and
we will need you to bring certain documents with you to your orientation, such as your passport, driver’s
license, and/or social security card to verify your employment eligibility.
The CLUB NAME believes that the most rewarding relationships result from open, fair, and
consistent interactions between staff and those who manage our operations; however, nothing in this
agreement nullifies CLUB NAME’S designation as an “at-will” employer. This means that you or the
Club can terminate this relationship at any time, for any reason not prohibited by law. Please also be
aware that the Club follows a 90-day probationary period and you can be terminated by the Club for lack
of performance or if you commit any acts of an illegal, immoral, or unethical nature that could by your
association with the Club endanger the good order, character, or welfare of the CLUB NAME.
FIRST NAME, please respond and let me know if you accept our offer of employment and
when you are able to begin employment.
55
We are very excited at the prospect of you joining the CLUB NAME and look forward to your
arrival. If you have any questions, please contact me.
Yours sincerely,
HIRING MANAGER
56
Appendix F: Welcome Letter
[Example of a welcome letter for a new hourly employee at a private club.]
FIRST NAME,
Welcome to CLUB NAME! I am delighted that you are joining our team. As I mentioned during the interview, I
am impressed with your background and skills and can’t wait to see you in action.
I want to ensure that you feel comfortable and hit the ground running. I have organized your first day to
help you settle in properly. Here’s an outline of what to expect:
1. If you haven't done so already, upon arrival, you will spend some time with our HR Director, NAME, to
go over and sign any necessary paperwork.
2. I will familiarize you with your workstation/department.
3. I will introduce you to your co-workers and key personnel.
4. We will briefly go over the basics of your position and responsibilities.
5. We will have induction training on the basics, like policies, employee breaks, and how to get around the
club.
6. You will be introduced to your trainer, NAME, and will start on-the-job training.
Please make sure you wear your club-issued uniform and name tag. Don’t forget to bring your ID. We have
enclosed benefit forms, so you have time to review them before you sign.
You can find out more information about the club’s culture, employee dress code, and benefits in our
(enclosed). I am confident that you’ll be a real asset to our club. I am looking forward to seeing you on (insert
date and time).
HIRING MANAGER
57
Appendix G: New Employee Survey
[Suggested new employee survey after onboarding is complete.]
Dear_________,
Now that you have been part of the _____________ Club team for a few months, we would like your
opinion about your experience as a new employee. To help us do this, we ask that you complete this
brief survey. Our goal is to help new employees feel productive and comfortable in their new work
environment. Your feedback will help us understand what works well at __________ Club and what
needs to be improved so we can reach that goal.
Thank you.
Yes No Not
Sure
1. I attended New Employee Orientation.
2. During my first weeks, the Club’s staff made me feel welcome.
3. I have a clear understanding of the Club’s mission.
4. I have a clear understanding of my department’s role in the organization.
5. I understand the benefits that are available to me as an employee at the Club.
6. I understand the duties and responsibilities of my job.
7. My job is what I expected it to be.
8. I have been given the information that I need to do my job well.
9. I have been given the tools necessary to do my job well.
10. I have been given the training that I need to do my job well.
11. I believe I made the right decision to work for the Club.
58
12. Please elaborate if any of your answers to questions 1–11 are “no” or “not sure.”
13. What do you know now that would have been helpful to you during your first few weeks at the
Club?
14. What else could have been done to help you be productive and feel more comfortable during your
first months at the Club?
15. Please share any additional feedback or recommendations you may have concerning new hire
orientation and the new hire process.
Your Department: __________________________________________________
Your Name (Optional): _______________________________________________
Please return your completed survey to the Human Resources mailbox in the Administrative Offices.
Thank You
59
Appendix H: Onboarding Template
[Suggested process template for onboarding hourly employees at private clubs.]
Process monitor
/mentor
Introduction period Orientation period Integration period
Prior to start date First day First week First three months First six months
HR professional Create offer letter and
extend offer to selected
candidate.
Welcome new hire at
front door of
clubhouse lobby.
Conduct new hire
orientation.
Meet with new staff during
eligibility period to discuss
club health and welfare
benefits, if applicable.
Remind the supervisor
to conduct performance
review.
Upon acceptance, run
background check, if
applicable, and
schedule new hire
orientation date.
Completion of
paperwork, club
expectations, culture,
benefits overview,
OSHA and safety
regulations.
Remind the supervisor to
conduct stay interview or
survey.
Inform hiring manager
of acceptance and the
orientation date and
provide contact
information.
Issue employee ID,
clock in #, and enroll
in time clock.
Give tour of clubhouse
and take picture of
new hire.
Hiring
manager/direct
supervisor
Call/email and confirm
start date, availability to
work, uniform size, and
name tag preference.
Remind to bring ID to
finish the paperwork.
Welcome upon
arrival/completion of
HR orientation.
Ask how first
week went.
Conduct stay interview or
survey.
Conduct performance
review.
Create new hire
training schedule.
Discuss probationary
period.
Review training
schedule.
Set long- and short-term
goals.
Review short- and
long-term goals.
Identify designated peer
resources (buddy).
Introduce to
designated peer
resources (buddy).
Identify and
address learning
needs.
Issue uniform and name
tag.
Tour around the
department.
Start training
according to schedule.
Discuss break/meal
policies.
Before end of shift,
debrief how first day
went.
General
manager
Welcome upon arrival. Briefly give
overview of club
culture during
orientation.
Periodic check-ins.
Invite employees that hit
three-month threshold for a
lunch with GM.
Periodic check-ins.
60
Appendix I: Onboarding Checklist
[Checklist for onboarding an hourly employee at a private club.]
How to Use This Checklist
A new hire’s first days of employment determine their first impression of your club. An efficient
onboarding process helps ensure this impression is a positive one, driving retention and engagement.
This document provides a structured approach to developing an onboarding process and includes
procedures for the following elements:
• Tasks to be performed during the introduction period.
• Tasks to be performed during the orientation period.
• Tasks to be performed during the integration period.
Use the sample checklist below to create an onboarding checklist that fits your club’s unique needs:
61
New Employee Information
Name Start date
Department Supervisor
Position Phone/email
Introduction Period
Prior to start date – preboarding
Send welcome packet by mail or email with important information (e.g., benefits, documents
needed to complete hiring paperwork, first-day logistics) and welcome memo
Provide company and job information
Encourage the review and completion of paperwork before day one
Contact new employee to answer questions and set expectations
Assign a mentor/buddy/go-to person
Assign and prepare workspace
Ensure employee log-in number is set up
Ensure employee name tag and uniforms are ordered
Orientation Period
Day one
Objective #1 – To communicate the club’s vision and mission
History
Culture
Club literature (newsletter, membership guide)
Product(s)/service(s)
Resources for club information (website, apps, social media)
Introduce new employee to mentor/buddy
Introduce new employee to team/work group
Provide copy of employee handbook to employee with instructions to read
Review critical policies with employee
Receipt of handbook sign off by employee – place in employee file/employment folder
Objective #2 – To complete paperwork and security requirements
New employment information form
Form W-4 and state/local tax forms, if applicable
Form I-9
Non-compete/non-disclosure agreements, if applicable
At-will policy returned – place in employee file/employment folder, if applicable
62
Confidentiality agreement (if separate from at-will)
Drug-free workplace policy sign off (if separate from at-will)
Healthcare exchange acknowledgment
Review job description and have employees sign off
Return of company property form
Organization chart
Provide realistic information about the organization and its culture to avoid “over promising”
Tour facilities: restrooms, reception, kitchen/vending, employee entrance/parking, smoking
location, time clock
Week one
Objective #1 – To ensure that job roles and responsibilities are clearly communicated to the new
employees (purpose, duties, responsibilities, performance expectations and goals)
Introduce the new employee to other employees and senior staff
Introduction to the job workspace
• Work hours, breaks, mealtimes, and other rules
• Equipment, if applicable
• Machinery, if applicable
• Telephone and fax numbers
• Tools
• Keys
On-the-job training
• Provide meaningful work for the new employee – either training or substantive work related
to the new job
Review the organizational structure and key staff
Provide a list of contacts who can address the new employee’s questions on a variety of issues
Meet daily the first week of employment (recommend 30-minute huddles daily)
Objective #2 – To review compensation and benefits
Review applicable fringe benefits with the employee (provide employee with necessary
paperwork to enroll)
Pay procedures (for example, payroll reporting, payday)
Performance review process
Paid and unpaid leave (FMLA if applicable)
Health/dental/vision
Section 125/FSA/HAS unreimbursed medical and dependent care expenses
Retirement benefits
Timesheets
Objective #3 – To go over safety rules
Safety/emergency procedures
Emergency exits
63
Injury prevention
Reporting injuries
Job-specific safety training, if applicable
Objective #4 – To gather feedback about the onboarding program from new employee
Integration Period
First 30 days
Review weekly how it’s going for the new employee
Address any concerns or questions
Review the job description in case of necessary clarifications or modifications
Schedule the new hire’s 30-day and 90-day performance reviews
Provide feedback early and often in the first 30 days
Provide training, as needed, to help the new employee understand internal systems and general
operating practices, and obtain other information or skills required in the performance of his or
her job
Discuss individual work styles and preferences to make sure all are communicating and
collaborating appropriately
Arrange for the new employee to meet key stakeholders from other departments (keep a checklist
to be certain this is accomplished; send a memo to key stakeholders explaining the benefit of this
practice)
Check with new employees regularly to ensure they continue to assimilate and expand their
knowledge and capabilities
First three months
Provide training to build competencies and fill any skill gaps
Conduct a new employee survey (stay interview) and address any issues that surface
Assess the performance of the new employee periodically – formally and informally
Ensure a senior executive or manager sends a congratulatory email or letter on the employee’s
achieving tenure/milestone thresholds
64
DISCLAIMER
This monograph and the sample letters, templates, and checklists it contains are the result of the
experience and research of the author and are not intended to provide operational, legal, or other advice
applicable to a specific operation or any specific person or entity. Instead, this monograph is intended to
provide an overview and some guidance regarding onboarding at private clubs. It contains neither
operational nor legal advice. Private club executives should check with their own consultants and legal
counsel, as well as professional associations to which they belong and government agencies having
jurisdiction, to obtain specific advice and guidance applicable to their own situations. In addition,
private club executives should regularly communicate with professional associations and governmental
agencies to remain fully informed and current with best practices related to onboarding.