Editorial Board   Guest Author

Mr. Manley

Christopher Manley

Chief Operating Officer, Stonebridge Companies

Chris Manley joined Stonebridge Companies as Chief Operating Officer in January 2015. Stonebridge is one of the premier hospitality development and management companies in the United States.

Stonebridge's current portfolio entails 58 hotels with more than 9,000 rooms nationwide and 3,000+ team members. This diverse listing of properties includes select-service, extended-stay, mid-scale and full-service hotels in markets throughout the U.S. We hold franchise licenses with Hilton Worldwide, Marriott International, Hyatt and InterContinental Hotel Group.

Stonebridge's mission is to provide Distinguished Hospitality™ through the four key components of our mission statement: service, relationships, careers and results. Our core values are what drive our company. We strive to create a respectable, stable, and enjoyable workplace, to conduct our business with integrity, to recognize and celebrate our innovative associates, to uphold quality standards, to provide unparalleled service, and to support the communities in our back yards.

Mr. Manley is also a board member of the American Hotel & Lodging Association (AHLA), the sole national association representing all segments of the U.S. lodging industry. He also serves on Marriott's franchise advisory committees for the Renaissance and Aloft brands.

Prior to joining Stonebridge Companies, Mr. Manley spent 15 years at The Pauls Corporation, a real estate investor developer across multiple asset classes. He was president of the real estate services company and Chief Financial Officer/Chief Accounting Officer for the entire organization.

Mr. Manley received his master's degree in professional accounting and bachelor's degree from the University of Texas in Austin.

Please visit http://sbcos.com for more information.

Mr. Manley can be contacted at +1 303-785-3100 or cmanley@sbcos.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.