Why Maximum Access Makes Business Sense
In golf club management, discussions around employee benefits often focus on pay, working hours, and professional development. One area that sometimes receives less strategic attention, yet can have a substantial impact on staff satisfaction and retention – is staff playing rights.
Across the UK golf industry, there is significant variation in how clubs approach this. Some provide full access to the course and competitions for all employees, while others restrict play altogether, or to quiet times, limit access to certain staff categories, or remove competition eligibility altogether.
This disparity presents a clear opportunity for forward-thinking Clubs and Managers, aligning your staff playing policy with the goal of attracting and retaining quality people in an increasingly competitive employment market.
The Current Landscape
Ask ten golf clubs what playing rights their staff enjoy, and you’ll likely get ten different answers. Examples from across the UK include:
- Full member-level playing and competition rights for all employees, regardless of role or hours worked.
- Restricted tee time access, often excluding weekends or prime midweek slots.
- Course use only outside of competitions, with no handicap maintenance.
- Nominal or heavily discounted staff membership fees instead of full privileges.
- No playing rights at all, especially in hospitality or administrative teams.
While there is no industry standard, the variation often comes down to historical precedent, perceived impact on member access, and differing views on whether golf is a perk or a distraction from work duties.
Why Playing Rights Matter in Today’s Labour Market
The golf industry, like much of the hospitality and leisure sector, is grappling with staff shortages, wage pressure, and rising turnover. Recruitment is especially challenging in greenkeeping, F&B, and even in management roles, as talented individuals weigh golf club positions against opportunities in other industries with potentially better pay or benefits.
Providing generous playing rights can be a low-cost, high-value benefit — one that few other employers can match. For employees who play golf, the value of access to a high quality golf course, practice facilities, and competition opportunities can be worth thousands of pounds annually, which may may not even be able to afford were they to be working outside of golf.
Even for non-golfers, the chance to learn and participate can foster connection with the club’s product and culture, deepening their sense of belonging.
Benefits of Offering Maximum Access
1. Staff Retention and Loyalty
When employees feel that they are treated as part of the golfing community, they are more likely to stay with the club longer. Playing rights can foster emotional attachment to the venue, making staff proud advocates. This is particularly valuable in roles with traditionally high turnover, such as hospitality.
2. Improved Recruitment Appeal
In a competitive hiring environment, a benefits package that includes full playing and competition rights can make your job ads stand out. For keen golfers, it can be the deciding factor between accepting your offer or another employer’s.
3. Greater Understanding of the Member Experience
Staff who play the course gain firsthand insight into playing conditions, pace of play, course set-up, and service touchpoints. This practical knowledge can help them empathise with members, anticipate issues, and improve overall service delivery.
4. Stronger Internal Culture
Allowing staff to play encourages cross-departmental relationships. Greenkeepers, F&B teams, and administrative staff interacting on the course can build camaraderie which in turn benefits teamwork in day-to-day operations.
5. Cost-Effective Benefit
Unlike salary increases, which carry a permanent financial burden, extending playing rights has minimal marginal cost — especially if managed intelligently to avoid peak-time conflicts with members. As the price of membership increases, the perceived value of Staff playing rights increases accordingly.
Overcoming Common Concerns
Some clubs have historically worried that extending staff access will:
- Reduce tee time availability for paying members
- Lead to perceptions of “over-generous” perks
- Encourage staff to prioritise playing over work duties
These concerns can be addressed through clear policy setting and communication:
- Make playing rights part of a broader staff benefits framework, so they are seen as an investment rather than a “freebie.”
- Establish that staff playing is a benefit tied to performance and conduct.
- Monitor tee time usage to ensure member access remains unaffected.
Practical Implementation Tips
Create a Formal Playing Rights Policy
Outline eligibility, booking procedures, competition access, and any limitations. Make it transparent for all staff and members.
Encourage Staff Participation in Competitions
Where possible, allow staff to maintain official handicaps and enter club competitions. This boosts engagement and integrates them into club life. It can also help staff members to become better known to members, especially those staff who are not in member facing roles.
Promote Golf to Non-Playing Staff
Offer introductory lessons through the club professional. A staff member who starts playing may become a long-term ambassador for the sport and the club. They are also less likely to leave for a non-golf job elsewhere if their new found love of the game will have to be sacrificed.
Gather Feedback
Regularly survey staff and members to ensure the policy is delivering value and positive engagement and adjust as needed.
In Closing
In the evolving world of golf club management, attracting and retaining great people is one of the most pressing challenges. While salary and working conditions will always be central, staff playing rights remain a unique and underused tool in the benefits arsenal of UK golf clubs.
By offering maximum access, ideally matching member playing and competition privileges. Managers can not only improve loyalty and recruitment but also foster a workforce that truly understands, enjoys, and advocates for the product they deliver.
In a market where skilled, passionate employees are in short supply, this is a competitive advantage no club should overlook, at least without serious consideration.
By Mark Shanley
