In today’s private club industry, one challenge consistently rises to the top of leadership concerns: attracting, retaining, and engaging talented employees. Recruitment struggles, high turnover, and the difficulty of finding qualified managers have made staffing a critical factor in both operational performance and member satisfaction. Clubs that commit to becoming an employer of choice can position themselves ahead of competitors, not only in hiring but in fostering a workplace culture where employees want to stay and grow.

The Real Cost of Turnover
Turnover in hospitality remains high. According to U.S. Bureau of Labor Statistics data, the leisure and hospitality industry saw a 5.3% monthly turnover rate in 2025, about 74% annually. While private clubs generally see lower churn, estimates still range from 25–40% annually. Consider a club with 100 employees and a 25% turnover rate. Replacing 25 employees a year at an average annual wage of $32,368, with turnover costs estimated at 20–30% of first-year salary, results in a yearly impact of $161,850 to $242,775. These costs encompass recruitment, training, and lost productivity. Beyond the numbers, turnover disrupts service consistency and erodes institutional knowledge.

The Leadership Connection
While pay and benefits are important, leadership quality is a decisive factor in retention. In 2025, 41% of hospitality employees reported burnout, and 64% cited it as a reason for leaving. Poorly matched or underprepared managers contribute to that burnout by failing to align expectations, manage workloads, and foster a positive environment. Strong leadership is not a “nice-to-have”; it is an operational necessity.

Strategies for Becoming an Employer of Choice

Becoming an employer of choice means building a workplace where people want to work, contribute, and remain. While competitive compensation is important, creating an environment where employees feel valued, supported, and connected is just as critical.

• Build and Communicate a Strong Culture: A well-defined culture is a magnet for like-minded candidates and a retention tool for current staff. Clearly communicate the club’s mission, vision, and values during recruitment and reinforce them through day-to-day operations.
  • Foster inclusivity and open communication.
  • Encourage regular feedback sessions between employees and leadership.
  • Highlight unique aspects of the club including member traditions, community involvement, and service philosophy to attract candidates aligned with those ideals.

• Offer Competitive Benefits and Flexible Scheduling: Wages have risen significantly in recent years, but benefits and scheduling flexibility often weigh just as heavily in a candidate’s decision. In 2025, 88% of employees ranked schedule flexibility as a top priority. Even modest changes can set a club apart in a competitive hiring environment. Practical options for clubs include:
  • Rotating weekends off or implementing five-day work weeks.
  • Offering benefits that go beyond industry norms, such as education stipends, childcare support, or wellness allowances.
  • Providing robust healthcare and retirement plans, still a rarity for many hospitality employees.
• Leverage Employee Referrals: Your current employees are often your best recruiters. A structured referral program that includes bonuses or recognition for successful hires can tap into networks of like-minded candidates who already have insight into your culture and expectations.
  • Pair referral programs with a strong social media presence highlighting staff stories, behind-the-scenes moments, and career growth opportunities at the club.
• Streamline the Hiring Process: In a tight labor market, speed matters. Clubs with slow or cumbersome hiring processes risk losing top candidates to faster-moving competitors. The hiring process should mirror the club’s professionalism and commitment to excellence.
  • Respond promptly to applications.
  • Maintain clear, consistent communication with candidates.
  • Consider tools like working interviews or personality assessments to ensure cultural fit for customer-facing roles.
• Prioritize Engagement and Development: Retention hinges on whether employees feel they have a future with the organization. In 2025, nearly three-quarters of Millennial and Gen Z employees indicated they would leave if they lacked career development opportunities. Engaged employees are more likely to stay, perform at a higher level, and positively influence the culture and work environment. Effective engagement strategies include:
  • Providing mentorship, cross-training, and professional development opportunities.
  • Offering clear career progression pathways.
  • Recognizing and rewarding achievements, whether through formal programs or informal appreciation.
    

Redirecting the financial resources currently lost to turnover into strategic human capital initiatives can produce measurable returns. Reduced turnover leads to stronger team cohesion, better service consistency, and improved member satisfaction, all factors that reinforce a club’s market position. Becoming an employer of choice is not a quick fix. It requires intentional investment in people, processes, and culture. But the pay-off is significant: a stable, skilled workforce that meets operational needs and elevates the member experience.

Moving Forward
The reality is that in 2025, more than half of U.S. employees are considering a job change. For private clubs, the urgency is clear. Addressing recruitment and retention strategically, with a focus on leadership quality, competitive benefits, cultural alignment, and employee engagement, is no longer optional. It is the path forward for clubs seeking to thrive in a competitive labor market. Clubs that commit to these principles position themselves as destinations for top talent for the long term. That commitment benefits not only the staff, but also the members, the community, and the enduring reputation of the club.

By Paige E. Frazier

A performance-driven thought leader and transformational manager, Paige began her career in private clubs in 2001. Her progressive development has provided extensive and comprehensive training, both in Club operations and in Team leadership. She has fostered her passion for hospitality and leading with a servant’s heart, beginning with food and beverage operations, continuing through to her most recent position as a General Manager, and she continues to seek opportunities to learn and grow every day.

Paige has demonstrated an ability to streamline operations, identify and correct inefficiencies, and deliver strategic direction and initiatives that improve processes, teams, systems, and profitability. She is an influencer, with a skill set to build robust and mutually beneficial business relationships at all levels. Her expertise includes general private club management, resource planning and allocation, capital project management, membership relations and programming, cross-departmental collaboration, goal setting and attainment, procurement, talent acquisition and organizational strategy, operational mapping and analysis, and financial management, including general and cost accounting, budgets, KPIs, and forecasting. Paige also enjoys developing, mentoring, and leading high-performing teams. She thrives on creating and maintaining a positive and innovative Club culture and enthusiastically supports both teams and membership. Paige has a passion for creating vision, setting a course, and aligning people, resources, and relationships to deliver operational excellence.