Editorial Board   Guest Author

Mr. Schneider

Alexander Schneider

Vice President , Nikki Beach Hotels & Resorts

Alexander Schneider is Vice President of Nikki Beach Hotels & Resorts in Europe and the Middle East. Mr. Schneider has been working with Nikki Beach since April 2016, heading the opening of Nikki Beach Resort & Spa Dubai, a project that broke the mold of existing resort concepts in the Middle East.

Mr. Schneider is currently leading the Nikki Beach Hotels & Resorts plans for expansion in Europe and the Middle East. Born and raised in Germany, he brings over 17 years of hotel management experience, having worked with major hotel operators like Emirates Palace Abu Dhabi - UAE, Rixos Properties UAE, Grand Hyatt, Germany and Casa Camper, one of the most successful lifestyle boutique hotels in Berlin.

With a track record in pre-opening assignments, as well as providing guidance to owning companies for their hotel assets, Mr. Schneider has a unique ability to work in the space between hotel operations, revenue management, sales and marketing. His international outlook in the luxury hotel industry including Germany, UAE and India makes him the perfect fit for a vibrant brand like Nikki Beach.

Mr. Schneider holds an Associate Degree with Honors from the Culinary Institute of America, New York, U.S.A. Be proud to inspire people and Appreciate each other's talents are two of Nikki Beach Family Values which inspire Alexander every day. He strongly believes that satisfied guests can become our ambassadors worldwide, while satisfaction is contagious.

Please visit http:// for more information.

Mr. Schneider can be contacted at 97143766162 or alexander.schneider@nikkibeachhotels.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.