September 1983 Published monthly by the Metropolitan Golf Course Superintendents Association December 10 Meeting Notice Tuesday, October 11,1983 Date Change: Sleepy Hollow Country Club Location: Host Superintendent: Joseph Camberato Club Manager: Robert James Golf Professional: Tom Murphy Greens Chairman: Frank Cooney All phone reservations to Peter Rappoccio, 203-438-6720 Golf: 12noon-on. Carts-$16.00 Caddies: $13.50 plus tip Lunch: 11:30-12:30. $6.00 Social hour: 6.00 to 7:00 p .m . with hors d ’oeuvres. Dinner: 7:00 p.m. $25.00 including tax, tips Program: Dr. HaruoTashiro, NY State Dept of Agriculture You MUST have a reservation for lunch and dinner. No reservation — no meal. Reservations must be made by October 8th. Directions: New York Thru way to Exit 9. Left onto White Plains Road. Right onto Route 9. Club 4Vi miles on right. February 28,29 March 1,1984 Coming Events October 11 November 1-3 November MGCS A Meeting, Sleepy Hollow New York State Turfgrass Association Conference & Trade Show, Rochester MGCS A Annual Meeting MGCS A Christmas Party, Ridgeway C.C. 53rd Mass Turfgrass Conf. & Industrial Show Springfield Civic Center, W. Springfield, MA WELFARE: Please contact Craig Wistrand, 203-869-6477 (office) or 203-625-0319 (home) regarding any hospitaliza­ tions, etc. of members of the MGCS A. Editorial by Uncle Ed The May 1983 issue of Tee to Green Newsletter published by the Metropolitan Golf Course Superintendents Association covering the Westchester County and Western Connecticut area, announced that they had selected a Commercial Member of their Association to assist their Board of Directors in advisory capacity. HALLELUJAH!! At long last someone has dis­ covered that the Commercial Members of our Turfgrass Associ­ ation might be very helpful. For too many years the many faces of Commercial Members at Turfgrass Association meetings have been seen but not heard. Who else gets around and calls on Managers. OULDBEBRINGING IN THE MEMBERS TO YOUR TURFGRASS ASSOCIATION - Credit: Worthington Gazette ÎT ü/» Î9Q3 f| ^ Vol. XIII, No. 8 I Disposal of Chemical Containers th i do with all your empty chemical containers? Re­ cently, as a member and commissioner of the Miller Place Fire Department, our volunteers were summoned to report to a brush fire at a sod farm in Miller Place. Upon arrival it turned out to be a pit fire with debris set on fire. After the fire a dozen volunteers became ill with nausea and respiratory problems. All 12 were taken to the hospital and in the end received testing at Stonybrook University hospital for respiratory problems and some even had liver scans performed. Eventual cause of this problem was found that in this area where the fire was were a large quan­ tity of pesticide containers. So, next time when disposing of your containers, think twice about how to do it. Also, it would probably be a good idea to notify your fire department that you do store hazerdous materials in your maintenance area. - Long Island Golf Course Superintendents Association Our thanks to John Wistrand from Metro Milorganite, Inc. for sending us this article. Job Offerings EDITORIAL STAFF Pat Lucas, C o -E d ito r............................Office 203-637-3210 Home 203-637-3939 Ted Horton, C o -E d ito r .........................Office 914-967-6000 Home 914-937-3613 Dennis P. Petruzzelli, Staff Writer . . . Office 914-946-1074 Home 914-835-2836 OFFICERS President ................ Charles Martineau, Whippoorwill Club Office 914-273-3755; Home 914-273-9112 Vice-President . Peter Rappoccio, Silver Spring Country Club Office 203-438-6720; Home 203-431-3990 Secretary........................... Scott Niven, The Stanwich Club Office 203-869-1812; Home 203-629-2594 T re a su re r........... Sherwood Moore, Winged Foot Golf Club Office 914-698-2827; Home 914-234-9469 Reprint permission is hereby authorized providing credit is given to Tee to Green . . . unless author states otherwise. Publication deadline for Tee to Green is 21 days before the regular meeting. Equipment Exchange For Sale: 7 Toro used fairway units. Good condition. Wanted to Buy: 5 gang set of Toro rough mowers. Contact: Pat Lucas, Innis Arden G.C. 203-637-3210 (office) or 203-637-3939 (home) Golf Course Superintendent Rolling Hills Country Club, Wilton, Connecticut 18 hole course Annual base salary: $20 to 25 thousand D.O.E. Fringe Benefits: Major Medical, Blue Cross, living quarters on grounds. Qualifications: Certified Golf Course Superintendent Send Resume to: Mr. Sidney Kaufman/Personal Rolling Hills Country Club 333Hurlbutt Street Wilton, CT 06897 Golf Course Superintendent Ardsley Country Club 88 year old club with active golf course, full membership and strong financial position. Resume should include salary requirements. Send Resume to: Superintendent Search Committee Ardsley Country Club N. Mountain Drive Ardsley-on-Hudson, NY 10533 Choosing A Crew That’ll Stay the Course Manager’s Journal by C.R. Reagan — World Street Journal, August 8, 198: Picking the right employees is always an uncertain process particularly when you have to make a judgment about how someone will perform over his lifetime. But in 30 years of per sonnel work at DuPont, I learned some hiring principles tha help you improve your batting average. Prior to may retiremen last September, I spent a quarter of a century at the company’s CHEMICALS ¿w nm WHEN YOU'RE IN A TOUGH SPOT.. SEED B Y STA N D A R D FERTILIZER Manufacturers of golf flags, flag poles, putting cups, ball washers, and personalized products for the golf course. 220 East 4th St. — Cedar Falls, Iowa 50613 Phone 319-266-2638 BOB LIPPMAN WESTCHESTER TURF SUPPLY. INC. HOME (914) 248-5790 BUSINESS (914) 277-3755 Quality golf course accessories made in Iowa and sold throughout the world. cellophane plant at Topeka, Kansas, where the turnover rate has averaged less than 3.2% per year. I’m convinced that the fol­ lowing 10 principals in hiring were an important factor in this exceedingly low rate: 1. Don’t rush. Recognize the magnitude of the investment involved in hiring people. For those who remain for 30-plus years until retirement - a large percentage in our case - the com­ pany will be investing about $1 million each in wages and bene­ fits. Considerable study and discussion takes place before purchasing a machine or making a capital investment of that magnitude. The wrong person on a job can have far more harm­ ful effects than a faulty machine. Machines can be repaired or replaced more easily than people, and a machine doesn’t upset other machines in the way a disgruntled worker can affect other employees. 2. Decisions shouldn’t be made by personnel alone. It is best for those who will supervise the employees to have a direct role in interviewing and evaluating candidates. This avoids the later charge, “He wasn’t any good to start with. Personnel sent him to me.” Supervisors will take a more active interest in making sure their employees succeed if they have a part in choosing them. Multiple opinions about candidates are also advisable: We found it useful for at least three people to talk with each candi­ date who advances to the interview stage. Individual evalua­ tions and opinions would be discussed and reconciled at a meet­ ing where summary evaluations would be made. 3. Properly validated aptitude tests can be useful. For some jobs, it isn’t possible to predict a candidate’s aptitude from his application form, from interviews or even from reference checks with previous employers. The more complex the job, the more importance aptitude tests assume. Appropriate aptitude tests are essential in choosing employees for electronic or in­ strument maintenance and computer operation, but they are of little benefit in filling routine manual jobs. 4. Don’t hire someone out of pity because he needs a job. An employment decision has long-term consequences for your em­ ployer and for all those who will be working with the person hired. Altruism is an admirable quality, but it is wrongly placed here. ,y ON 5. No one should be selected simply because his father, brother or other relative has worked out well. In our experience, the performance of a good employee has little predictive value about his relatives. % 6. Current employees are an excellent source of recommen­ dations. Allowance must be made for possible.partiality when relatives or friends are involved, but we have found that most employees are quite cautious and consider very seriously whom they recommend. Also, they have firsthand knowledge of what it takes to be successful in the kind of work involved. 7. Study the school record carefully. Of all the reference checks normally made, the school record has proven most valu­ able. It is the best barometer for predicting attendance, work habits and personality characteristics. It is difficult to disguise one’s true nature for the number of years spent in school. 8. Maintain a hiring priority list. Keep a good backlog of top candidates. Include as many notes and records as possible, and set up a “priority to hire” list similar to the “draft” list used by professional sports teams. Some of your candidates will find other jobs and won’t be available when you call them, but deci­ sions to hire often must be made quickly, and having candidates pre-selected avoids the necessity of making hurried judgments. 9. Select employees; don’t reject applicants. Our policy has been not to reject anyone. Instead, we have selected those who best meet our needs. This is a distinction that makes a difference in the company’s public relations image and the various laws bearing on employment. 10. Cover job requirement thoroughly. During pre-employment interviews, be sure to explain completely the specific require­ ments of the job. Before accepting the job, the candidate should fully understand what is required regarding shift work, over­ time, etc., and how wage and promotion policies operate. This can avoid problems and dissatisfaction later. Mr. Reagan, now retired and living in Topeka, Kansas, was an employee relations supervisor for DuPont. Support Our Advertisers T° P TH ING S » I!f o IU I- o 7 Cottage Street Port Chester, N Y. 10573 oc 0.