Page 13 - GBC English summer 2022

ADAPTING TO THE LABOUR SHORTAGE
Labour shortage is not a new phenomenon in Canada, yet the pressure has intensified in recent years. In late 2021, the Business Development Bank of Canada(BDC)surveyedCanadianentrepreneurstoseehowthisimpactstheir business. In their published report, “How to Adapt to the Labour Shortage Situation”, more than half (55%) of Canadian entrepreneurs indicated that they are struggling to hire the workers they need, leaving them with no choice but to work more hours, as well as delay or refuse new orders.
The recovering job market is heightening Canada’s labour scarcity. Entrepreneurs are experiencing great difficulties in finding the workers they need and report being unable to find staff with the skillset they need. BDC reports 20% of workers who lost their job during the pandemic changed fields of employment and that the major sector that was impacted was Accommodation and Food Service. Canada’s labour scarcity has been a challenge for a decade, but the pandemic worsened it.
It is important to distinguish between the two levels of the situation:
1) The short-term imbalances caused by the pandemic, which has affected
industries differently (hospitality & tourism industry the hardest).
2) The aging population and the accompanying decrease in labour force participation, which are also central to the problem and will last well into
the next decade.
The labour pool for most golf courses has become very challenging across
all departments of your organization. In addition to an overall tight market, some golf-specific career positions have been declining. Over 40% of all Superintendents, for example, are now over 55 years old, implying a substantial cohort of leaders heading towards retirement. Meanwhile, most Turf Management and Professional Golf Management Programs have experienced declining enrollment, with several colleges discontinuing their programs and the remaining programs often undersubscribed.
Competition from other industries is also severe, and the shifting priorities of the younger demographic cohorts don’t seem to align as well with golf careers, as was the case with previous generations. So, the pipeline necessary to backfill the pending job vacancies appears to be a critical concern for the future health of our industry. The challenge for golf is both short term in this current tight labour market, and long term even when the overall labour market recovers.
BDC conducted an advanced statistical analysis to determine the most effective solution to hiring and retention problems. They found that the right solution will depend on the problem being faced either in hiring or in retention.
For difficulties in hiring, organizations need to adopt new technologies and automation. For instance, implementing touchscreen order terminals, online only tee booking, self checkout registers, automated golf ball dispensers on the range, etc. will improve employees’ productivity and will free them up for more interesting tasks. As output per hour worked increases, so does the business’s profits and its capacity to increase wages.
For difficulties in retention, you need to look at the total compensation package offered which helps employees feel valued and appreciated. We often think about compensation as salary, yet salary is only a small part of a total compensation package. Other components would include flexible work arrangements (including scheduling of hours, actual hours worked and perhaps working in different departments throughout your organization); perks and bonuses; paid vacation; health and wellness support; a supportive workplace culture; diversity and inclusion initiatives; and perhaps even
providing a mentor. Having a mentor helps an employee integrate into a new job and promotes the worker’s continued growth and development. Employees, especially Millennials and Gen Zs, want to work for businesses that give them opportunities for guidance and growth.
You need to closely review how much you are losing in staff turnover costs. There is no doubt that onboarding new employees takes time and costs money. A high number of departing employees can create a big drain on your bottom line. In some cases, offering a combination of better HR policies and higher compensation is an investment, not an expense.
WHAT ARE CANADIAN GOLF COURSE OPERATORS GOING TO DO?
At this point, you are thinking so what should I do? Well to help you, this past off-season the NGCOA Canada surveyed our membership and asked this exact question. The responses have been fantastic, from NGCOA Canada members coast to coast, with many great ideas ands recommendations. Here are some of the key findings:
Company Culture:
• Create a ‘fun’ environment and develop “Staff Perks” calendar for the season, which could include staff events (beach volleyball, disc golf, yoga); fun meal treats (ice cream sandwiches on Friday, or French fries from a food truck) and of course social golf outings with staff to other courses
• Embrace all staff ideas and encourage staff to feel like they are part of the solution
• Focus on creating happy employees that will return
• Be known as a place that offers advancement opportunities
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