Editorial Board   Guest Author

Ms. Le Quesne

Katharine Le Quesne

Senior Director, HoCoSo

Katharine is a Senior Director at HoCoSo - an advisory firm specialising in creating unique hospitality experiences and destinations. Our services cover: concept (re)development & portfolio creation; project scoping and execution; asset management; and education.

Ms. Le Quesne has spent over 20 years working all over the world with private investors, public companies, Governments and operators in the hospitality and leisure industries, advising on an eclectic mix of investments, particularly luxury hotels, resorts, destinations and theme parks. She is also a valued advisor to C-suite teams and boards, facilitating strategic workshops and providing an external industry perspective.

Ms. Le Quesne began her career with Jones Lang Wootton (now JLL) in China, when the country was undergoing its first real estate boom, working on real estate investment, agency and development consultancy. She subsequently worked in Asia and Europe for Arthur Andersen and Deloitte, within their specialist hotel advisory practices. She launched and ran the first monthly hotel benchmark survey for Asia Pacific and travelled extensively across EMEA and Asia, working on M&A, strategy and development feasibility assignments.

Ms. Le Quesne is Head of Resorts at the Glion Institute of Higher Education, Switzerland, and is a Visiting Lecturer at world class hospitality and real estate institutions, including the University of Zurich and previously the Ecole Hotelière de Lausanne. She has been an industry advisor on the World Economic Forum Travel & Tourism Competitiveness Report and is a regular speaker at industry events.

Ms. Le Quesne has lived in Hong Kong, China, Singapore, Taiwan and France and is currently based in the UK. She speaks French and rusty Mandarin (her undergraduate degree); and has an MBA from INSEAD, France.

Please visit http://www.hocoso.com for more information.

Ms. Le Quesne can be contacted at +44 797-970-3444 or katharine@hocoso.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.