Editorial Board   Guest Author

Mr. Allen

J.Carter Allen

Managing Director, HVS Houston

J. Carter Allen, MAI, is the Managing Director of the Houston office of HVS, a Designated Member of the Appraisal Institute (MAI), and a state-certified general appraiser. While Mr. Allen's expertise is focused on markets in Texas and the Southeast, he has consulted on hundreds of hotels and resorts throughout the country.

Mr. Allen graduated from the University of Houston's Conrad N. Hilton College of Hotel and Restaurant Management with an emphasis on Hospitality Finance and Development and a minor in Finance from the university's Bauer School of Business. He has also completed an advanced set of courses in the analysis and valuation of real estate through the Appraisal Institute.

As an undergrad, he served as President of the University of Houston's student chapter of Hospitality Finance and Technology Professionals. Mr. Allen also served as President of Pi Kappa Phi at the University of Houston and went on to consult for Pi Kappa Phi Properties in Charlotte, North Carolina, before joining HVS.

His experience also spans front-line work at The Houstonian hotel and operations and management internships with JW Marriott and CenterPointe Hotels. As part of The Abilities Experience, Pi Kappa Phi's philanthropic arm, Mr. Allen biked 4,000 miles across the country in 2007 to raise funds and awareness for people with disabilities. He continues to support the charity and has since run the Marine Corp Marathon and participated in Summit Vision, a four-day excursion in the mountains of Colorado focused on reaching some the highest peaks in the state and proving the inability to see does not affect one's vision of possibility.

Mr. Allen can be contacted at 713-252-5595 or callen@hvs.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.