Editorial Board   Guest Author

Mr. Morris

Brian Morris

Director of Sales & Marketing, JW Marriott San Antonio Hill Country Resort & Spa

Brian Morris is a successful hospitality veteran who prior to his current position, spent 25-years with Hyatt Hotels in seven locations such as Indian Wells CA, Maui Hawaii, Seattle WA, Phoenix AZ, Wichita and Kansas City KS, St Louis MO and Century City CA.

Mr. Morris began his career in Food and Beverage then went on to Rooms operations before getting into Sales & Marketing where he has spent the last 12 years in Sales & Marketing leadership. During his tenure with Hyatt, he is a 2-time DOSM of the Year Nominee, Sales Team of the Year winner, and Business Travel Team of the Year Winner.

Throughout his career, Mr. Morris has demonstrated success and achievement in growing sales and improving bottom line margins. He brings to the hotel progressive experience in driving revenues, budgeting and forecasting, trend analysis, change initiatives, hotel repositioning, market research and analytics as well as sales management and training, product marketing (PR & social media), and P&L management.

In Kansas City, his successful track record in driving 3 straight record years at the complex has helped shape the mission of showcasing the one-stop shopping for meetings of all sizes and experiences with 180,000 square feet at the hotel complex. His public relations experience, including work with social media channels, will help keep our sales team at the front of all the vehicles we have to continue to raise that awareness.

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

Mr. Morris can be contacted at +1 210-276-2500 or brian.morris@marriott.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.