Value DiagnosticThe value of a thriving team
Answer four questions you already know, add anything you already measure, and watch the marker slide toward a thriving team or back toward the cost of standing still.
Your club, in four numbers
Just what you know off the top of your head. Everything on the right updates as you type.
› What you already measureoptional, but it sharpens the marker
› Fine-tune the cost assumptionswe set these to industry benchmarks
The yearly value at stake for your club
Where that value is hiding today
- Turnover you could prevent$0
- Productivity you could protect$0
- Member revenue you could keep$0
Your upside if you act
Set the improvement you think your club can reach. These are your targets, not a promise from anyone.
From your team to your board
The metrics you enter sit on the left. Pull those levers and the effect travels down the chain to the numbers your board already watches.
The links, in numbers: a 5-point lift in staff attitude moves member satisfaction about 1.3 points, which lifts revenue growth (Sears). Engaged teams see roughly 10% more loyalty and up to 59% less turnover (Gallup). And a 5% gain in retention can lift profit 25% or more (Bain). Small moves on the left compound into large ones on the right.
The thinking behind the numbers
Every default here comes from published research, the kind of benchmark a board will recognize. Swap in your own numbers any time you want a sharper picture.
How fast it happens, and what it costs
- Hospitality has the highest turnover of any industry, roughly 70 to 80% a year. That is about five times most sectors. (BLS)
- Replacing one person costs around a third of their yearly pay, and far more for skilled roles. Most of that cost stays hidden. (SHRM, Gallup)
- A new hire usually takes three to six months to hit full stride. (SHRM)
- Turnover spikes between seasons, so the club starts over every spring. (BLS)
Why engaged staff lift the member experience
- Engaged teams earn about 10% more customer loyalty, and they sell more too. (Gallup)
- They are more profitable and far easier to keep, with up to 59% less turnover. (Gallup)
- Regular recognition is tied to much higher engagement. Celebration is a lever, not a nicety. (Gallup)
What the club world already measures
- Club staff rate their jobs 7.9 out of 10 on average, but stress pulls that down fast, especially for younger workers. (GGA, 2024)
- Just 14% of clubs measure member loyalty, even though keeping members is what keeps the club. (GGA Partners)
- Most member surveys ask the same things: loyalty, satisfaction, value, and confidence in the club's future. (GGA Partners)
The scale of what is at stake
- Nearly 3,900 U.S. private clubs run on $65B in payroll and support 1.5 million jobs. (CMAA / NCA)
- Staff housing is now the top worry for most club GMs. The labour squeeze is here to stay. (CMAA, 2025)
- In a service business, member satisfaction is the number that matters most. (GGA Partners)
Sources: U.S. Bureau of Labor Statistics; Society for Human Resource Management; Gallup; GGA Partners; Heskett et al. service-profit chain and the Sears employee-customer-profit chain; Club Management Association of America and National Club Association. Figures are industry ranges, not guarantees for any one club.
How this is worked out. The dollar figures come from your four numbers and the cost assumptions. The marker position blends your turnover, member loss, NPS, satisfaction, staff engagement and training against industry benchmarks, and the move reflects the chain above: pulling the turnover and member-loss levers also lifts engagement, NPS and satisfaction, sliding the marker right. These are estimates to start a board conversation, not a forecast or a promise of results.