PGA of Canada

15 ACQUIRING COMPETENCE con nued JOB RESPONSIBILITY #3 – Retail manage- ment (ex: building a viable retail strategy; managing inventory; merchandising, keeping abreast of new products and customer trends) Experiences selected by respondents as being MOST beneficial to their development: 77 % - Networking, solici ng ideas from others 76 % - Building a retail strategy from scratch 75 % - Managing a large inventory and/or retail opera on JOB RESPONSIBILITY #4 – Managing finance and personnel (ex: building and execu ng a business plan; managing opera ons; staffing and mo va ng a high performing team; build- ing a great culture) Experiences selected by respondents as being MOST beneficial to their development: 87 % - First me managing people or budget 66 % - Managing an increase in number of people or budget 66 % - Dealing with a poor performer JOB RESPONSIBILITY #5 – Planning/execut- ing golf events (ex: being able to plan and exe- cute golf events, managing daily play/tee mes, collaborate on commi ees) Experiences selected by respondents as being MOST beneficial to their development: 89 % - First me managing people / volunteers 84 % - Building a policies and procedures document from scratch 76 % - Dealing with and/or having to mo vate staff MAIN AREA OF FOCUS - When asked which of these five areas of responsibili es were most important to their current role as a head professional? 54 % Responded that Managing Finance and Personnel was their most important focus, while ... 0% 100% 25 % Responded that Marke ng / Promo ng / Selling was their number one area of concern. 0% 100% When these results are considered in rela- on to the PGA's Roles and Responsibili es research, they suggest Head Professionals are shi ing their focus to the business side of their opera ons and away from the event management / player development areas. Interes ngly, only 4 % responded Player De- velopment was their most important area of responsibility. It would seem likely this area of responsibility has been delegated by Head Professionals to their assistant golf profes- sionals so more me can be spent on the en- suring that the club's business strategies are being achieved.

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