Page 16 - Winter 2018 english

Tour, USGA, Golf Course Superin- tendents Association of America and NGCOA, among others.
The following year, the strategic plan was unveiled with subcommittees in recreational and competitive golf, as well as suppliers and workforce. Jonasson works on recreational and competitive golf, as well as the workforce subcommittee.
Mona understands that to change a long-standing perception held by those on the outside looking in at golf, as well as those on the inside looking out requires long-term vision, but adds that short-term goals are required.
“We felt that these goals needed to be aspirational. They needed to be stretch, but they couldn’t be impossible, that we couldn’t see a scenario where that would be true,” Mona said. “If we don’t set some targets, then who’s going to do that? The answer is no one. If we don’t push towards it right now, then no one else is going to push towards it.”
The workforce sub-committee, for example, aims to increase diversity and awareness of careers within the golf industry at various levels of employment. In doing so, the task force seeks to serve as a resource to identify candidates for positions, fellowships and intern- ships, collaborate with a diversity and inclusion forum and human resources executive groups to engage students at predominantly
“You don’t want to have a business where certain sectors of society feel like they’re not welcome. Not many businesses are successful that way.”
minority colleges and universities to make them aware of industry opportunities.
It also seeks to in uence recruiting with a speci c focus on middle and executive level management. The 20/20 target is a workforce that is 35 percent female and 30 percent minorities with a 10 percent diversity in overall managerial positions.
The suppliers sub-committee has the objective of increased use of female and minority vendors in the golf industry, while recreational and competitive golf committees look to increase female and minorityparticipation,alsoby2020.
THE BUSINESS CASE FOR DIVERSITY
“There is a business case, without question, around diversity. As business people, you want to have the broadest possible customer base. You certainly don’t want to exclude certain groups just off the top just because they perceive that golf is not welcoming to them,” said Mona.
“A lot of our efforts are around education and awareness at the facility level because what you’re getting to is really something that is critical to changing the culture of golf and that is how welcome people are made to feel when they come to a golf facility.”
“For the owners and the operators, I think they get it, mostly because they understand the business case. You don’t want to have a business where certain sectors of society feel like they’re not welcome. Not many businesses are successful that way,” added Mona.
Mona suggests that you think back to when you and a pal may have been put into a foursome with people who are strangers with different backgrounds, which doesn’t really matter as everyone is comfortable with one another after the rst few holes. The same usually holds true with people of different cultures, religions, genders, income levels and political leanings.
“You immediately form a kinship around the game and the shared experience and that’s why, if we can just get people out to the course and comfortable, I think a lot of the barriers will break down pretty easily,” said Mona.
“I think for people who may have a certain perception of the game as being just for this certain group, once they get out there and see that it’s not true because they get to feel it and experience it themselves, they can become advocates.”
Golf has come a long way. Canada has a very diverse society and we all have a role to play to incorporate that diversity into the game. It’s that diversity that will keep golf healthy in the future.
Golf Business Canada
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All photos (except page 14) courtesy of The Jopwell PGA Collection Vol.1
Golf Business Canada