Golf Course Management

MAY 2014

Golf Course Management magazine is dedicated to advancing the golf course superintendent profession and helping GCSAA members achieve career success.

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40 GOLF COURSE MANAGEMENT 05.14 Upon learning which candidate was hired for a job opening, we often discover that the selection committee agreed all fnalists were well-qualifed, but in the end they chose the candidate that best ft their particular golf club or facility. Sometimes they even refer to "going with their gut instinct." What does this really mean? What can you do to address this reality? One powerful strategy is to answer w . Answering the why questions can be the key to standing out beyond the facts and fg - ures to be the candidate their gut tells them is the best choice. Why do you want this partic - ular job? Why should we hire you? You must be able to articulate well-thought-out answers to these and several other "why" questions if you want to advance your career in the golf and turf industry. Some "why" questions will be asked in an interview setting, but most will never be asked, even though they exist in the minds of hiring committee members. Start by offering answers to "why" ques - tions in all phases of conducting your job search. For example, in your cover letter, con - vey why you want to work at that particular facility. Every golf course member and golfer thinks their facility is special — you need to express why you think it is too. If you are seek - ing a job in a different region of the country, offer a brief explanation of why you want to live in that location so the reader isn't wonder - ing why you want to move there. My experience with GCSAA members is that you are passionate about what you do; you are professionals in business, fnance and staff leadership — all this without being stuck in a cubicle. Right? Don't forget to convey that pas - sion and love for your profession to prospective employers. Why do you do what you do? Why do you want to be a superintendent? You can incorporate answers into your cover letter, ré - sumé and interview, both subtly and overtly. Career portfolios are an excellent way to convey these points because you can expand beyond the traditional career documents. For example, most career portfolios contain a bio or career summary, which is an excellent venue to provide the reader with insight about how you got started in the industry and a glimpse into your work values and character. During the interview, it is crucial that you prepare and answer the "why" questions — both verbalized and, more importantly, non-verbalized. Many times, as I am helping clients prepare for an upcoming interview, they will not have strong answers to questions such as, "Why should we choose you? Why are you the best candidate to be trusted with the larg - est asset at our particular facility?" You must articulate authentic, substantiated answers to these types of questions. Even if interviewers don't ask these specifc questions, incorporate these concepts into your answers to assure you are going beyond facts and fgures. Remember: All candidates interviewed are well-qualifed to take the reins or they wouldn't have been se - lected for the interview phase, so now it is all about that intangible gut instinct. In the end, qualifcations, experience and education levels don't determine who is hired — it is the candidate who connects with the decision-makers in a deeper, more meaning - ful way. Taking the time to thoughtfully con- sider w and implementing your answers into your career documents, communications and interview strategy will put you on a winning pathway to advance your career in the golf and turf industry. Carol D. Rau, PHR is a career consultant with GCSAA and is the owner of Career Advantage, a career consulting frm in Lawrence, Kan., specializing in golf and turf industry careers. GCSAA members receive complimentary résumé critiques by Rau and her team, résumé and cover letter creation for a reduced member rate, along with interview preparation and portfolio consultation. Do you know why? In the end, qualifcations, experience and education levels don't determine who is hired — it is the candidate who connects with the decision-makers in a deeper, more meaningful way. (Career) Carol D. Rau, PHR 040-041_May14_Career.indd 40 4/16/14 2:45 PM

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