Page 14 - GBC English Fall 2020

PGA TOUR REACTION
Jay Monahan, PGA Tour Commissioner.
2. Reduce your bottom line and increase your top line: Why bother investing in your people, only to create a culture where they can’t succeed? If someone leaves your company because they don’t feel included, that’s money walking out the door.
3. It entices talent: New employees are often drawn to companies that have a demonstrated commitment to D&I. Generational change has resulted in conscious awareness that a commitment to D&I is usual- ly indicative of a workplace culture that will be welcoming. This is true even for those who haven’t histori- cally been disadvantaged based on their diversity.
4. Talent looks different: All you can do is hire from the available pool of candidates — but how big is your pool? If your new hires are all white men, you’re only hiring the best and brightest of either the people who apply (and missing out on top talent who don’t perceive your company as inclusive), or the people you feel will “fit” at your organization (and “fit” is usually code for “similar to me”.)
When asked why this should be a priority right now for the private sector amidst the ongoing COVID-19 pandemic, the CCDI was quick to respond. “Virtually every group within the diversity and inclusion spectrum needs to have the support and empathy of
employers right now. Seniors, people with disabilities, people living with mental health challeng- es, indigenous people, LGBTQI2S+ and racialized persons (particular- ly those perceived to be from China or Southeast Asia) are particularly vulnerable at this time,” said Bach.
“By designing a diversity and inclusion response that is tailored to the needs and challenges these employees face, organizations are actually investing in greater employee engagement and sustain- able business growth in the after- math of pandemic.”
NEW CANADIAN GOLF DIVERSITY AND INCLUSION TASK FORCE
Recently the PGA of Canada has made a commitment to look inwards, recognize shortcomings and put words into action to drive meaningful change for their asso- ciation and the game we all love. While everyone has made many great strides to promote inclusivity in the communities we serve, now is the time to look within and reflect on the ways in which we can, and must, do better.
Their first plan of action is the creation of a Diversity and Inclu- sion Task Force. This team will evaluate all opportunities for the association to better serve an array of traditionally underrepresented groups, including women, Indige-
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Golf Business Canada
“I have spent a lot of time trying to understand and process the civil unrest that has engulfed many cities across the United States, following the tragic death of George Floyd in Minneapolis. The hardships and injustices that have and continue to impact the African-American community are painful to watch and difficult to comprehend. As a citizen of this country and a leader of this organization, I must admit that I’m struggling with what my role should be. But I am not giving up.” recently stated Jay Monahan, PGA Tour Commissioner.
“I’ve often heard that if you’re not part of the solution, you’re part of the problem. What can I say? What should I do? We might not know exactly what to do right now, but we shouldn’t be deterred. We should communicate and learn. We should talk to our family, friends and colleagues in an open and compassionate way. We should grow as individuals and as an organization. And, most importantly, we should demand better.“