Editorial Board   Guest Author

Mr. Chao

Daniel Chao

General Manager, Novotel Nanjing East and Novotel Nanjing Central

Daniel Chao is the General Manager of Novotel Nanjing East and Novotel Nanjing Central. The Novotel Nanjing Central is located in the center of downtown Nanjing and caters for business and leisure travelers, while the Novotel Nanjing East is perfect for business travelers and has large versatile facilities for conferences and events. He is responsible for aspects of daily operations, sales and marketing and strategic planning. Prior to moving to Nanjing he was General Manager of hotels in Beijing, China and Africa. Mr. Chao's 24 year hospitality industry career began as a university student working part-time in restaurants. This evolved into restaurant management and eventually to hotel management. Daniel has always been fascinated by the duality of hotel management- with its creative, artistic side combined with its rigorous financial aspects - “It's great to be able to develop concepts and services then see how those creations generate real measurable results”. Working primarily internationally Mr. Chao has exercised his profession in the Middle East, Africa, Asia, Europe and South America which has given him great insights into what aspects of the industry are truly universal and what aspects need to be significantly tailored to fit local teams and consumers. Mr. Chao holds a bachelor's degree in humanities and an MBA from ESSEC University, Paris, France. Daniel is married and has two sons. In his free time he is a voracious reader of anything on topics ranging from management, to mathematics, popular science, history and fiction.

Mr. Chao can be contacted at 8613851580660 or danielchao@outlook.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.