Editorial Board   

Mr. Nalewanski

Loren Nalewanski

Vice President & Global Brand Manager, TownePlace Suites & Springhill Suites by Marriott

A Hospitality veteran, Loren Nalewanski joined Marriott International, Inc., over 25 years ago and during this time has managed all areas of property operations in many brands. After serving in property roles from coast to coast, Mr. Nalewanski was appointed Vice President, for Talent Management and Work Environment for North America, establishing the Work Environment Center of Excellence at Marriott, guided the architecture of the associate engagement strategy in use globally today for Marriott International. In 2009, Mr. Nalewanski was named Vice President of Global Operations Services working to develop the Global Operations Services group. In this role, he led the teams responsible for key areas related to the deployment of all operational programs, products and services, across all Luxury, Lifestyle and Marriott Endorsed brands. Today, Mr. Nalewanski is Vice President and Global Brand Manager of both the TownePlace Suites and SpringHill Suites by Marriott brands. With more than 280 TownePlace Suites properties open in the United States and Canada (over 190 in the pipeline), and 343 SpringHill Suites (150 in the pipeline), these brands are experiencing remarkable results and growth. Mr. Nalewanski is a Rockford, Illinois, native and a graduate of Johnson and Wales University in Providence, Rhode Island. He is married with four children and resides in Northern Virginia.

Mr. Nalewanski can be contacted at loren.nalewanski@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.