Editorial Board   Guest Author

Mr. Lachance

Paul Lachance

President, Smartware Group Inc.

Paul Lachance is founding partner of Smartware Group, Inc., producer of the modern Bigfoot CMMS solution for maintenance organizations worldwide, and currently serves as the company's president. Lachance has developed specialty CMMS and EAM software for maintenance professionals for almost 20 years. Prior to founding Smartware Group, Mr. Lachance and his business partner Dave Peelstrom started a software company in Colorado during the dotcom boom. After the company was acquired, they moved to New Hampshire and formed Smartware Group to fill a niche in the maintenance software market. Having started two businesses from scratch, Mr. Lachance understands the fundamentals and complex mechanics of growing a successful company. His creative management style encourages employees of all ranks to bring new ideas to the table and to pitch in wherever it is needed. Mr. Lahance's effective communication skills set him apart as a true partner that sets expectations for clients and always comes to the table with a solution. Mr. Lahance has spoken at a number of conferences and industry events, including the International Maintenance Conference and FABTECH. He also contributes to such industry publications as Plant Engineering, Processing Magazine, Food Logistics and Industrial Maintenance and Plant Operation. Mr. Lahance is a graduate of Bentley University.

Please visit www.bigfootcmms.com/company/smartware-group for more information.

Mr. Lachance can be contacted at 866-858-7800 or paul.lachance@bigfootcmms.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.