Editorial Board   

Mr. Kasprzyk

Michael Kasprzyk

CEO, Thinwires, LLC

Michael Kasprzyk is CEO of Thinwires, LLC, a privately held company that specializes in guest Internet services for the hospitality world. Since he co-founded Thinwires in early 2003, Michael has successfully grown the business to service several properties of top hotel chains, including members of Leading Hotels of the World. The company currently manages guest Internet services for thousands of rooms in hotels throughout the United States, Canada and the Caribbean. Michael's previous work experience, combined with an advanced education, and time spent in the trenches have provided him the skill set and know-how necessary to get the job done right... even if he has to jump in and get his hands dirty. Prior to starting Thinwires, he split nearly 10 years of IT and management experience between Manufacturer's and Trader's Trust Bank (M&T Bank), and ITX Corporation, a leading technology integration company based in Rochester, NY. During that time, Michael honed his skills, which included managing critical systems, meeting regulatory requirements, managing resources, and integrating technology and networks; while improving efficiency, maintaining the highest standards of quality, and integrity. All of which have gone into the success that Thinwires has become today. One of Michael's proudest achievements in owning a business was aiding those decimated by Hurricane Katrina in August of 2005. He and his partner, Richard Bush, packed a truck with tents, sleeping bags, a lot of wireless equipment and tools, then drove from Buffalo, NY to Mississippi. There, they met up with a newly formed Katrina Relief Coalition, and a group called RadioResponse.org. Over the following weeks and months of sleeping in church parking lots in tents, the team built a 90-mile wireless network that served over 1,500 phone calls to the homeless people living in shelters along the Mississippi coast. This experience provided some very important perspective on life and how important basic communications can be. Inspired by his grandmother to learn more about Deafness and language, Michael's focus has always been on communications, language, and the clarity of ideas moving from one person to the next. Michael holds a Master's Degree in Linguistics and Deaf Education from Canisius College, and a Bachelor's degree from SUNY College at Fredonia, along with several technology accreditations including iNet+, MS, MCSE and MCSA. Throughout his career, this education has helped him in translating complicated technology issues for non-technical persons so that they can make more intelligent business decisions.

Mr. Kasprzyk can be contacted at 716-883-8719 or mikek@thinwires.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.