Editorial Board   

Mr. Boyken

Donald R. Boyken

Chief Executive Officer , DRB Consulting, LLC

Donald R. Boyken has been active in the construction industry since 1970. His experience includes development and management of Hotel, Casinos and Resort projects in the United States, the Caribbean, Latin America, and the United Kingdom. Based in Atlanta Mr. Boyken provides consulting services both nationally and internationally. Mr. Boyken's experience also includes major healthcare programs, university and college facilities, office and commercial buildings, transportation systems and infrastructure projects. Prior to starting his current company, Mr. Boyken was Chairman and CEO of Boyken International for over 30 years, building the practice to the 34th largest program management firm in the United States before selling the firm in 2009. The firm's hospitality industry focus enabled Mr. Boyken to be part of development teams for some of the world's largest and highest profile Resort projects completed over the last two decades. Mr. Boyken has been instrumental in working with clients who have critical project problems, not only finding solutions, but also helping owners with the implementation of these solutions. His consulting work as a CEO Coach, Business Development Consultant, and Turn-around Specialist uniquely qualifies him, to advise clients with business issues or projects with foreseeable problematic issues, and to resolve the conflicts before they become a hindrance to the company. Mr. Boyken has also provided expert witness testimony regarding project costs, defective construction, project means and methods, and costs for foreclosed or bankrupt properties in cases involving airports, apartments, office buildings and sports arenas. He is also recognized for his work as an Arbitrator and Mediator for construction disputes. Prior to starting Boyken International, Mr. Boyken was part of the project management team for Atlanta Hartsfield International Airport leading the Project Administration team including the schedule and estimating services. Mr. Boyken was also with Blount Brothers Corporation, an international construction company, as an estimator and scheduler. He has been recognized with the distinction of Fellow by the Royal Institution of Charter Surveyors and the Association for the Advancement of Cost Engineering. Mr. Boyken is a firm believer in returning to the community his expertise and time. He is currently on the Advisory Board for the School of Construction at Virginia Tech. and the Chamber Board for the City of Dunwoody. His past Board experience includes the Advisory Board for the City of Atlanta Chamber of Commerce and the Board of Trustees for a private school in North Georgia, several national professional associations, and local civic associations. He recently completed a term as a Planning Commissioner for the City of Sandy Springs, Georgia.

Mr. Boyken can be contacted at 678-296-3492 or dboyken@consultdrb.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.