Editorial Board   

Mr. Modak

Ashish Modak

General Manager, LUX* Belle Mare

Ashish Modak is the General Manager of LUX* Belle Mare, the flagship resort of LUX* Resorts & Hotels and is based in Mauritius. The group operates contemporary luxury resorts in the Indian Ocean where it has 8 properties and 2 resorts in China. The group is also launching its first resort in the UAE and is on a steady expansion plan in several new destinations.

Mr. Modak's profile includes operational excellence of over 20 years in Food & Beverage, Rooms Division and allied areas in some of the finest hotels in Asia, Europe, Middle East and Africa including experience in pre-openings and complete refurbishments of hotels with reputed hotel chains like Taj Hotels, Resorts & Palaces and Six Senses Resorts & Spas prior to joining LUX* Resorts & Hotels.

In his current assignment, Mr. Modak has been instrumental in converting a 186 suite beach front resort in to a leading trendy offering boasting of some of the finest restaurants, a luxurious spa and one of the best service experiences in this part of the world. The resort has shown a steady upward trend on Trip Advisor from being on the 35th position in 2011 to being ranked 1st amongst 181 resorts in Mauritius in 2017.

Having successfully launched Cafe LUX*, the Indian Ocean's first home roasted coffee experience at LUX* Belle Mare in 2011, Mr. Modak was also involved in the opening of LUX* Resorts & Hotels 2 franchise cafes.

Please visit http://www.luxresorts.com/en/hotel-mauritius/luxbellemare for more information.

Mr. Modak can be contacted at +230 4022000 or ashish.modak@luxbellemare.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.