Editorial Board   Guest Author

Mr. Ellison

Brett Ellison

General Manager, Kansas City Marriott, Country Club Plaza

Brett Ellison, General Manager of Kansas City Marriott Country Club Plaza, began his career with Marriott International as regional sales manager; moving quickly through multiple leadership roles including director of marketing. Throughout his 18-years as a general manager, Mr. Ellison gained much of his knowledge for the hospitality industry with major brands such as Marriott, Hyatt and Hilton hotels, working his way up to becoming an award-winning general manager in hospitality. Mr. Ellison graduated with honors from the University of South Dakota School of Business and has been recognized as a General Manager of the Year. The Kansas City Marriott Country Club Plaza is an award-winning full service hotel situated in the heart of Kansas City on Country Club Plaza, providing guests access to the best shopping, dining and entertainment the City has to offer. Having went through a design transformation, the Kansas City Marriott Country Club Plaza now features refreshed guest rooms, public areas and event spaces that invoke a contemporary feel reflective of the local community and maintain the Marriott brand appeal, traditions and values.

Please visit http://www.marriott.com/hotels/travel/mcipl-kansas-city-marriott-country-club-plaza for more information.

Mr. Ellison can be contacted at 816-531-3000 or brett.ellison@marriottccplaza.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.