Page 23 - GBC Spring 2026 ENG

SEASONAL STAFFING AND THE
IMPORTANCE OF CLEAR FIXED-
TERM AGREEMENTS
Many golf clubs hire with the
assumption that a job is seasonal
by nature. Courts do not make that
assumption unless the employment
agreement fully supports it. Clear
wording is what separates a fixed-
term seasonal job from a permanent
position in the eyes of the law.
A fixed-term agreement works
well for clubs when the document
states the exact end date of
employment and contains proper
termination language. When these
details are missing or unclear, the
employee may be treated as
permanent. That means notice or pay
in lieu at the end of the relationship,
even when the club believed the
season itself was the end point.
A recent example illustrates
this point. In Smith v. Lyndebrook
Golf Inc. (2024), an employee
worked only one month and
understood verbally that he would
finish at the end of the season.
When he was dismissed early, he
received two weeks of pay but no
formal release. The court found
there was no fixed-term agreement
because the end date was not
defined. It also found that the club
had not met the standard required
for a cause dismissal. As a result,
the employee received five months
of common law notice. In effect,
one month of work led to five
months of pay because the
agreement was not in writing and
lacked clarity.
AVOIDING ACCIDENTAL LONG-TERM RELATIONSHIPS
Another challenge arises when seasonal employees return to the club for
several years in a row. Without proper agreements in place each season,
the relationship may be viewed as continuous. Courts may call this
“concurrent employment” and examine factors such as repeated rehires
without fresh contracts, Records of Employment that imply a return the
following year, and changes to pay, duties, or benefits across seasons.
Clubs can avoid confusion by issuing a new agreement each season,
removing wording that suggests an automatic return, and confirming
that future employment is not guaranteed.
In short, the framework around seasonal employment should be
intentional. Clear agreements protect the club and ensure the employee
understands the terms of the role.
HARASSMENT PREVENTION AND THE REALITIES OF GOLF CLUB
CULTURE
Golf clubs are workplaces with added layers. Employees interact not
only with colleagues and supervisors but also with members and boards
whose involvement can blur boundaries. A thorough and accessible
harassment policy is a basic requirement and should reflect the unique
dynamics of this environment. A proper policy includes:
• a clear definition of harassment and sexual harassment
• instructions on how to report a concern
• an alternate reporting option if the supervisor is involved
• the steps for a fair and unbiased investigation
• possible outcomes
For golf clubs, it is important that the policy covers interactions
between employees and members or board officials. Staff who work in pro
shops, on grounds crews, in kitchens, or in clubhouse roles often interact
directly with members, so the policy must apply to those relationships.
INVESTIGATIONS ARE NOT OPTIONAL
When a concern is raised, the club has a responsibility to investigate. The
timing and the impartiality of the investigator matter. A recent case
involving a golf course resulted in a $27,000 award to an employee
because the investigation was delayed and was handled by management
in a way the court viewed as inappropriate. Specifically, the employer
conducted an internal investigation facilitated by management. The
court ruled that the investigator was not at arm’s length and was not
unbiased.
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