Editorial Board   Guest Author

Mr. Sullivan

Jonathan Sullivan

Senior Manager of Operations, Beverage & Food, The Vinoy Renaissance Resort

Captivated by The Vinoy Renaissance Resort and Golf Club for its artistic spirit and diverse offerings, Jonathan Sullivan serves as the senior manager of operations for beverage and food, where he has enhanced the customer interaction with his commitment to the service experience.

Mr. Sullivan oversees all eight beverage and food outlets and the Renaissance Brand RLife Live Programming for The Vinoy. Graduating from the College of Charleston with a Bachelor of Science in business administration, Mr. Sullivan has gained extensive knowledge in business management, which adds to his valued role with The Vinoy.

Mr. Sullivan brings more than eight years of expertise in delivering extraordinary guest experiences and satisfaction, along with a vast knowledge of the meetings and events industry. He is known for thriving in dynamic and high-pressure environments and increasing profits and covers while simultaneously providing positive leadership to his team.

Serving as a member of Marriott's Training and Recruiting Cadre, Mr. Sullivan's knowledge stems from his previous roles within the company as director of event service at Doral Golf Resort and Spa in Miami, Fla. In addition, he gained noteworthy experience as director of event operations at the Memphis Marriott Downtown in Memphis Tenn. and later promoted to director of event planning and operations where he was a champion for local catering and maximizing the use of hotel inventory.

Mr. Sullivan can be contacted at 727-894-1000 or jonathan.sullivan@marriott.com

Coming up in March 2020...

Human Resources: Confronting a Labor Shortage

With the unemployment rate at its lowest level in decades (3.7%), what has always been a perennial problem for human resource professionals - labor shortage - is now reaching acute levels of concern. It is getting harder to find and recruit qualified applicants. Even finding candidates with the skills to succeed in entry-level positions has become an issue. In addition, employee turnover rates remain extremely high in the hotel industry. As a result of these problems, hotel HR managers are having to rethink their recruitment strategies in order to hire the right talent for the right job. First, hotels have been forced to raise their wages and offer other appealing perks, as a way to attract qualified candidates. Secondly, HR managers are reassessing their interviewing techniques, focusing less on the answers they receive to questions and more on observable behavior. Part of this process includes role-playing during the interview, so that the recruiter can gauge how a candidate works through specific problems and interacts with other team members. Additionally, some HR managers are also creating internal talent pools as a way to address labor shortages. Instead of utilizing department resources to find new hires with specific skills for needed positions, hotels are cultivating talent pools internally and preparing their employees to assume leadership roles whenever the time comes. They are also placing greater emphasis on a company culture that is more performance-based, as a way to curb employee turnover, increase employee satisfaction, and assure higher levels of customer service. Finally, recognizing the importance of employee retention as a way to lessen the impact of a tight labor market, some HR managers are instituting generous reward programs in order to retain their top performers. The March Hotel Business Review will explore what some HR professionals are doing to address these and other issues in their departments.