In the world of sports field management, we devote time and attention to preparing our fields for games. And we invest time, attention and resources into the tools and equipment that help get the job done. However, there is another important component of sports field management that demands our time, attention and resources — the human component.
Unfortunately, recent trends seem to encourage treating employees as disposable tools. Replacing long-time veteran employees before retirement eligibility, hiring new staff at lower wages and substituting skilled tasks with technology have all become the norm. These trends are detrimental to developing quality employees and to the overall success and sustainability of the department.
Just because someone did not study turfgrass management in college or lacks specific experience does not mean they can’t be valuable or capable of learning. It’s important to value your team members and do things that support their growth.
When we treat people like they are the most valuable tool in the shop, we create a work environment that fosters loyalty, motivation and a desire to do more than is required. Employees who feel valued are more likely to show up early, work hard and go above and beyond in their duties. They are also more inclined to invest time into their own growth through continuing education, self-study or certifications.
In the past, we pre-determined a candidate’s potential based on their educational progress. If the applicant lacked specific education or work experience, their papers were placed in the “MAYBE” or “NO” pile. This approach, while appropriate, may have sifted out an individual who – despite not fitting the traditional mold – could have become a great asset to the team. It is time to break the mold!
Imagine a scenario in which someone who lacked the preferred education or work experience was hired despite these perceived shortcomings. Given the opportunity, this individual proved to be a great employee. They reported early to work, worked hard, earned the respect of their peers and gained invaluable knowledge about sports field management through other educational avenues. This person may have come into the team as a diverse or different candidate – perhaps not fitting the existing or previous staff profile – but they became an invaluable member of the team. As a result, you or your team added value to someone and created a more inviting and inclusive culture.
It is becoming increasingly difficult to find graduates of turfgrass management programs to hire. There are fewer students applying to these programs, and those who do graduate often stay in their first job long enough to move on to better-paying opportunities. This reality leaves organizations with a constant need to find new candidates; with the end result being the team is short-staffed and under pressure to meet the growing demands of events and activities.
As a result, we need to rethink our approach to hiring and employee development. We need to look for candidates who demonstrate potential, relatable skills, a strong work ethic and a willingness to learn. By investing in these individuals, we can create a more stable, committed and inviting work environment, reducing turnover and improving the overall quality of our operations.
We cannot treat people as disposable tools. Just as we would invest time and attention into maintaining our most valuable equipment, we must invest time and attention into helping employees develop their skills. Even with the risk of them leaving, your department will be known as a place that is a learning environment people want to be a part of.
In the end, the real value of an employee is their growth and contributions to the team’s success. Consider each employee as the most valuable tool in the shop, add value to them, and reap the rewards of a more committed, productive and satisfied team.
Alpha Jones, CSFM, is director of field operations for the Fayetteville Woodpeckers, MiLB affiliate of the Houston Astros. He also serves on the SFMA Board of Directors as Secretary-Treasurer.