Debbie Kleiner of Wellbeing In Work shares a practical framework for welcoming Gen Z staff into your team.
With Generation Z now firmly entering the workforce, golf clubs are being challenged to rethink how they attract, engage and retain the next generation of talent.
From expectations around flexibility and communication to a desire for purpose, development and early responsibility, Gen Z employees are reshaping traditional management models across the industry.
These themes were explored in depth by Debbie Kleiner during her ‘Gen Z at the Tee’ breakout session at the Golf Club Management Conference and Exhibition. The session focused on how golf clubs can adapt their recruitment, onboarding and day-to-day management practices to better align with the values and working styles of younger staff, while building motivated, future-ready teams.
As part of the session, Debbie shared a clear, practical framework designed to help managers get onboarding right from the outset. Below is her five-step formula for Gen Z onboarding success.
- Step 1: Pre-Board With Purpose
(Week before start date)
Send a warm, personalised video or message from the manager or team, giving a clear sense of what the new hire’s first week will look like. Share practical details about how the team works, where key resources are located, and any important processes they should know. If possible, include a small welcome gesture to show they matter.
Practical action:
Prepare a simple video template managers can personalise. Double-check that logins, equipment and access are ready before day one.
- Step 2: Make Day One Count
(First day)
Give the new hire a small but meaningful task they can realistically complete on their first day — something that adds genuine value, not “busywork”. Pair them with a peer mentor who can act as their go-to guide for the next few weeks.
Practical action:
Prepare two to three realistic “quick win” tasks with prompts for reflection or feedback. Book a short follow-up conversation to hear their perspective — Gen Z appreciate being asked for their views early on.
- Step 3: Prioritise Early Learning
(Weeks 1–2)
Deliver essential training in short, interactive bursts of 10–15 minutes. Incorporate time for questions and opportunities to practise skills straight away.
Practical action:
Break training into small modules. Add short scenarios, quizzes or quick tasks to reinforce learning.
- Step 4: Build Consistent Feedback Loops
(Weeks 3–4)
Hold regular, short check-ins that focus on clarity, expectations and what’s going well. Ask the new hire to bring three questions to every meeting — this encourages active learning rather than passive listening.
Practical action:
Train managers to give constructive, growth-focused feedback. Reinforce the behaviours you want to see repeated.
- Step 5: Help Them Build Connections
(Weeks 4–6)
Introduce the new hire to colleagues from other teams or departments through informal “coffee chats” or short introductions.
Practical action:
Create a simple network map or pairing system to match new hires with established colleagues. Review and update it as the organisation evolves.
