Developing a Tennis Workforce is Not for the Faint of Heart

In a speech to the USPTA Executive Committee at the 2019 World Conference, John Embree stated, “It is no secret that the average age of our members and tennis-teaching professionals, in general, is 50. Nor is it a secret that we have a shortage of qualified tennis-teaching professionals who can deliver tennis in such a way that will keep people engaged and make tennis the sport of their lifetime. We get calls all the time from club managers who cannot find teaching professionals with the skill set to fill the role of director of tennis. We also hear from directors who have difficulty securing the services of staff professionals eager to learn, show good customer service, and want to make teaching tennis their profession." (AddVantage, March 2020).

At the time of these comments, tennis participation had been stagnant for a decade. The tennis profession may have lost its appeal.

In 2020, the boom caused by COVID-related policies blessed the industry with additional participants. A July 2024 series of Indeed.com searches shows a strong demand for tennis pros and coaches in many parts of the U.S. Developing a tennis workforce and matching it to the needs of the industry is not for the faint of heart.

Meeting Workforce Needs is More than Certifying Teaching Pros

Tennis industry leaders must have the following knowledge to understand its workforce demand:

It is imperative to understand the workforce demand, changes in owner expectations for workers, regional differences in demand, and how and why demand fluctuates.

Demand for Tennis Goods and Services and Tennis Participation

The most recent TIA research shows 23.8 million Americans played tennis at least once in 2023.

Frequent and avid players drive the tennis market. Table I shows that about 26% of the players are in this group. They also account for about 74% of total playing occasions. Over half of them play weekly, and the remainder play twice a month. These 6.2 million players make significant purchases of tennis-related services and products.

One in four, or about 5.9 million players, enjoy playing tennis an average of about once a month. They participate in only 17% of play occasions. These players will make limited purchases for tennis-related services and products.

About half of the 23.8 million players account for less than 10% of playing occasions. These 12 million casual and occasional players are unlikely to make significant purchases of tennis-related services and products.

About 23.8 million players visit the tennis courts at least once a year, a number that describes the popularity of tennis. About 8 million players create most of the demand for tennis-related goods and services. This number helps determine the size of the workforce.

Demand for Tennis Goods and Services – Types of Tennis Facilities

The TIA data in Table II shows that about 70% of players enjoy the sport at park facilities, recreation centers, or school or college courts. The jobs offered at each type of facility have subtle differences. For example, high school coaching jobs are typically seasonal, lower-paying, and may have specific school district requirements. Some club jobs are full-time, and director jobs may pay a six-figure salary with incentives and commissions.

In addition, the Racquet Industry Research Group (RIRG) reports 270,000 tennis courts in the United States. Tennis programming is available on about 116,100, or 43%, of those courts. There are about 17,000 tennis facilities in the U.S 

In addition, the National Federation of High School Activities (NFHS) indicates that high school tennis programs exist in all states. During the 2023/2023 school year, there were 10,116 boys’ programs and about 10,564 girls’ programs. In addition, there were more than 900 mens' college programs and about 1,100 womens' college programs in all college divisions.

Managing the Workforce Supply

In a perfect world, the tennis industry would have an inventory of jobs for tennis pros and coaches. There would also be a listing of pros and coaches who could fill the openings when they occur. Alas, the world is not perfect.

Managing the supply side of the equation requires knowledge of industry demand and communicating that information to the potential workforce. It also requires an understanding of the mindset of potential workers and what they want to accomplish as a tennis pro or coach.

A review of job postings for director positions suggests that the demand side, or facility directors, have raised their expectations for directors, head pros, or upper-tier employees. Some of their expectations follow.

• Certification is mandatory. It must be current.

• A college degree is required, and a business degree is valuable.

• Soft skills and the ability to work with peers, clients, and the community are essential.

• Giving back to the community and industry is viewed favorably.

• Upskilling or ongoing education is encouraged.

• Critical and creative thinking is valued.

• Tennis pros and coaches add value to their organization, the industry, and the community.

Entry-level and mid-level workers should take note of expectations in job postings as a way of improving their current skill set.

Potential tennis pros and coaches may not be offered a job or accept one for the reasons listed below. Improved job counseling within the industry and better communication between facility leaders and potential employees can reduce these concerns.

• Applicants may overestimate their value.

• The compensation and benefit packages were inadequate.

• Certification is mandatory, or current certification is not up to date.

• The certification or upskilling process is not cost-effective.

• Competition may be very stiff in a tight labor market.

• There is a mismatch in skills. For example, facilities are searching for mid to upper-level jobs, and applicants have entry-level skills.

• Skills are outdated, or upskilling is necessary for a position upgrade.

• Relocation is necessary.

• Affordable and attainable housing is not available.

• The workforce culture is not comfortable.

• The management philosophy of the facility is not compatible.

Reducing the Gap Between the Demand and Supply Sides

The industry can take the following actions to improve both the demand and supply side of the equation.

• Work together to foster innovation and industry growth.

• Ensure that teaching professionals have a voice in the industry.

• The industry values and respects the certification process.

• Pros and coaches can systematically improve their qualifications with relevant education classes or upskilling opportunities.

• The industry has role models who attract quality workers.

• Industry leadership fosters ethical behavior and critical and creative thinking.

• Industry organizations will work together to promote tennis.

• Certifying organizations will support the appropriate advancement of members committed to the profession.

• Compensation and benefits are competitive with other professions.

• Develop career paths for occupation classes.

• Establish mentorship programs to support pros and coaches.

Takeaways

It is an arduous challenge to close the gap between job openings and qualified applicants.

Industry leaders must work together to manage this gap to reduce extended labor shortages and minimize an oversupply of workers during industry downturns.

On the demand side, quality job postings tell a story about the facility, including required job skills, job expectations, management philosophy, facility policies, compensation, and benefits. These stories say that quality facilities have raised the standards for certification and education.

They also say that the teaching pros, coaches, and leaders must understand the role of parks and recreation programs, high school and college programs, private tennis clubs, and country clubs in the industry.

On the supply side, many of these shortcomings are a function of job seekers who lack knowledge or experience with the process. The USTA accreditation process was well-intended. It has not addressed the real issue. The industry must work together to MANAGE THE GAP between the number of job offerings (demand) and the qualified tennis pros and coaches seeking to fill them (supply). In addition, the industry must recognize the importance of all pros and coaches and the programs where they work (parks, high schools, colleges, tennis clubs, country clubs, and independents).

In addition, Gary Horvath has conducted extensive business and economic research that has largely supported the state of Colorado's economic development efforts.