| What does "excellent" look like -- to you? How | | | | - Employee Training Manual |
| about to your Food & Beverage Committee | | | | - Wine Inventory Guidelines |
| Chair, or to your President, or to your Bartender, | | | | - Employee Schedules |
| or Waiter? Would they each see it the same? | | | | - Bartender's Drink Recipe Guidelines |
| Describe it the same? Not likely. | | | | - Side Work Schedules |
| Now ask: What does "excellent" look like to each | | | | - Pool Maintenance Procedures |
| of your members? The old hospitality saying is | | | | - Weekly Departmental Reports |
| that the "Customer is always right." But, what | | | | - Clubhouse Maintenance Checklist |
| happens when the customers (i.e, our members) | | | | - Club Brochure |
| see things differently than each other? One | | | | - Locker Room Supplies List |
| member might demand a high level of detail, | | | | - and many more... |
| instant recognition and immediate service, | | | | These items can have a profound effect, both |
| whereas, another member might see such | | | | directly and indirectly, on most aspects of the |
| service as wasted dollars and a possible increase | | | | club. The effect of "standards" are fairly easily |
| in future dues. | | | | measured in overall member satisfaction, but the |
| How do you approach this kind of discordance in a | | | | effects go much deeper into more detailed |
| club? One solution is to seek early agreement in | | | | aspects of satisfaction, such as member attrition, |
| what "good" or "excellent" looks like. In other | | | | member referrals and member usage levels. The |
| words: Set the Standard. A standard, however, | | | | widespread impact of implemented standards |
| is not as effective in reducing discordance if it is | | | | goes beyond what are actually noticeable and |
| not established before a disparity presents itself. | | | | visible to the members. They directly influence |
| It is most effective when established though a | | | | such items as: dues levels, fees and prices, |
| process of proactive development and | | | | merchandise inventories, clubhouse cleanliness, |
| agreement, rather than reactively and | | | | staffing levels, purchasing specifications, staff |
| retroactively as a result of conflict or confusion. | | | | compensation packages, employee turnover and |
| When there is agreement, there can be a | | | | other critical areas. |
| "standard." | | | | The development of the club's Standards of |
| A standard has numerous definitions, such as: a | | | | Operation and Performance involves beginning |
| principal; a code of ethics; code of behavior; a | | | | with a template of industry standards and |
| benchmark; a certain caliber; a level of merit; a | | | | coordinating the efforts of the department heads |
| model; a measure; a set of criteria; an example; | | | | and the membership committees to develop their |
| or a touchstone. One definition of a standard (or | | | | respective department's standards. There is much |
| set of standards) that serves club operations | | | | initial work involved, however, this work is an |
| the best is that of "a source." | | | | investment in the quality foundation of the club, |
| Once established, they are most effectively | | | | from which member satisfaction, pride and |
| employed as a "source" document. As a source | | | | appreciation, staff professionalism, organizational |
| document, standards are the "heavy lifter" for | | | | integrity, reputation and overall stability arise. |
| club operations. They can and should be the | | | | If you are interested in developing a |
| primary source for developing club documents, | | | | comprehensive set of standards for your club, |
| setting up procedures, establishing rules, designing | | | | Club Resources can help in several ways. First, we |
| training programs, preparing performance reviews, | | | | literally wrote the book when it comes to club |
| defining services and quality of goods, and much | | | | standards. Our Standards of Operation and |
| more. | | | | Performance for Private Clubs publication is a |
| The following is a sample of operational items that | | | | comprehensive 157-page template for customizing |
| are typically developed by starting with the | | | | your own set of standards. It has been endorsed |
| respective "standards" for that subject: | | | | by and licensed to the Club Managers Association |
| - Employee Handbook | | | | of America. Secondly, we have coached many |
| - New Member Orientation Packet | | | | clubs through the entire development of club |
| - Employment Agreements | | | | standards. Lastly, we are hosting a 90-minute |
| - Purchasing Specifications & Guidelines | | | | Educational Webinar on the Development of Club |
| - Annual Service Plan | | | | Standards on May 20th at 1:00 p.m. (EDT). |
| - Bookkeeping Procedures | | | | Click Here to Order a copy of the "Standards of |
| - Admission's Procedures | | | | Operation and Performance for Private Clubs" |
| - Kitchen Cleaning Schedule | | | | Click Here to Register for the Webinar on May |
| - Annual Membership Marketing Plan | | | | 20thor for more information: |
| - Reservation Procedures | | | | Contact Bob Bodman at 800-267-6758 or at for |
| - Job Descriptions | | | | more details. |
| - Mowing Procedures | | | | Bob Bodman is the Author/Publisher of The Guide |
| - Club Rules & Regulations | | | | to Membership Marketing and Standards of |
| - Bunker Maintenance Procedures | | | | Operation and Performance for Private Clubs and |
| - New Employee Packet | | | | is the Founder and Principal of Club Resources, a |
| - Dishwashing Procedures | | | | club consulting firm specializing in membership |
| - Outside Services Procedures | | | | solutions and strategic planning. |
| - Golf Cart Maintenance Checklist | | | | |