Page 20 - GBC English Fall 2020

The NGCOA Canada is a proudly diverse group of professionals working on your behalf. We have assembled a strong team with a healthy mix of demograph- ics, including gender, age, ethnicity, language and religion. In this photo
from December 2019, the team gathered around after competing in a fun and im- mersive team building game during our annual NGCOA Canada Staff Attack.
4 HIRING APPROACHES TO INCREASE
YOUR WORKPLACE DIVERSITY
1. Start with Diverse Hiring Teams: Ensure that your interview panels include many diverse viewpoints and people. A balance of interviewers will bring unique experiences to the discussion, and help candidates feel more comfortable.
2. Create Inclusive Job Descriptions: This is easy to execute and often overlooked because many companies keep using old job postings. Biased wording sends a subtle message to candidates, and can influence some not to apply. Refine job descriptions and qualifiers so only the most relevant are presented to applicants. While men often apply when they meet only 60% of a job’s quali- fications, women generally won’t apply unless they meet 100%. Challenge your organization to find out which screening qualifica- tions really matter or how to use flexible requirements instead.
3. Diversity Hiring Sources: Consider a wider variety of hiring sources. Look at where you promote jobs and where applicants are entering your pipeline. While many millennials and members of Gen-Z are engaged with companies on social media, some job seekers still use job boards or learn about positions through word of mouth. Engage groups that are traditionally underrepresented and find ways to cultivate them.
4. Expand Your Talent Pool with Video Interviewing: Screening candidates based on skills and attributes instead of less predic- tive factors (ex. years of experience, college attendance, etc.) can and will build a more diverse labour pool. Use structured inter- views. Candidates record answers to a structured question set at a time that suits them, and recruiters and hiring managers can review the responses at their convenience. This allows you to consider more candidates since all qualified applicants can take a video interview. Since all candidates answer the same questions, you create a more objective and fair evaluation process that ensures consistency in hiring decisions.
20 Golf Business Canada
remember that they are our guests. You need to treat them well. Every- one is so stressed right now (due to COVID-19), things are happening at a fast pace, and they want to go to a place where they can relax and enjoy themselves. And so that is what you want to present to them. You want them to come back, and when they leave, they say that they had the best time! You want them to feel like they are welcomed to your facility, that they are wanted there and that they are your guests. No matter who they talk to at the golf course, no matter who your employees are at the course; your guests want to feel that they are special.”
THE BUSINESS CASE FOR DIVERSITY
“There is a business case, without question, around diversity. As busi- ness people, you want to have the broadest possible customer base. You certainly don’t want to exclude certain groups because they perceive that golf is not welcoming to them,” said Mona.
“A lot of our efforts are around education and awareness at the facil- ity 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 opera- tors, I think they get it, mostly because they understand the business case.