Bill Hughes is one of the most accomplished and recognized members of the PGA of America. Throughout his storied career, Hughes, a PGA Master Professional, has held prestigious positions at various locations. His work with the TPC Network took him to Memphis, Cincinnati and Dallas before he arrived at TPC Sawgrass in 2006, where he is particularly noted for his leadership in club management and operations. There he served as the General Manager and Regional Director of TPC Operations until 2018. In that same year, he shifted his focus westward to oversee the six-year renovation of Jack Nicklaus’ home course, the Country Club of the Rockies, in Vail, Colorado.
Hughes was recently hired as the PGA of America General Manager for the newly renovated Glen Kernan Golf & Country Club, which is expected to open soon in Jacksonville, Florida. As he told The Jacksonville Daily Record in a recent interview, “It made tremendous sense when being given the opportunity to leave Colorado and come back to friends and family.”
In a conversation we had last fall, Hughes emphasized the importance of taking care of employees in a highly seasonal environment. He shared how attracting and retaining seasonal staff is essential for maintaining the high level of service and operations that CCR prides itself on, especially during peak periods. Hughes highlighted the idea of creating an employee benefit fund specifically for seasonal employees as a game-changer for recruitment and retention. He noted that by understanding the unique challenges seasonal workers face, such as job stability and financial insecurity, clubs can tailor their benefits to address specific concerns, be it housing, transportation or financial support at the end of the season.
Hughes strongly believes in setting clear objectives for such a fund, aligning it with the club’s staffing goals. As he pointed out, these objectives can range from enhancing recruitment to increasing retention and providing financial security that encourages seasonal employees to return year after year. He mentioned how having defined goals makes it easier to measure the fund’s success and make adjustments when necessary.
When discussing the types of benefits that could be included, Hughes suggested a diverse range of possibilities - combining financial and non-financial options to meet various employee needs. He described the idea of offering end-of-season bonuses based on performance and mid-season retention bonuses for returning staff as impactful ways to maintain consistency. Housing support was also a significant topic; Hughes illustrated how difficult affordable housing can be for seasonal workers and proposed solutions like housing stipends or partnerships with local providers to secure discounted rates. Transportation assistance, health and wellness programs and educational reimbursements were other areas Hughes highlighted as valuable additions to the benefits offerings.
Addressing sustainability, Hughes urged the importance of establishing solid funding sources for the benefit fund. He suggested engaging club members for voluntary contributions, a strategy that many members would likely support, recognizing the hard work of seasonal staff. Allocating a portion of peak-season revenue, seeking corporate sponsorships and organizing fundraising events were also key suggestions that could help bolster the fund.
Finally, Hughes underscored the need for clear communication regarding these benefits. He explained that effectively marketing the program to both prospective recruits and current employees is vital. Whether through job postings or onboarding materials, ensuring that everyone understands the value of working at CCR - not just in terms of salary but also in the overall care for their well-being - is crucial. By regularly updating current staff about the available benefits and sharing success stories, clubs can reinforce the value of loyalty and retention among seasonal employees.
Hughes concluded by stating that measuring the success of the benefit fund through key performance indicators is essential for evaluating its impact. Metrics like retention rates, satisfaction scores and cost-effectiveness can provide vital insights, enabling clubs to continually improve their approach to supporting seasonal employees. Through our conversation, it was clear that Bill Hughes is deeply committed to creating an environment where seasonal staff feel valued and supported, knowing that such efforts ultimately lead to a better experience for both the employees and the members they serve.