Editorial Board   Guest Author

Ms. Dennis

Heidi Dennis

General Manager, Pelican Grand Beach Resort

As General Manager of Pelican Grand Beach Resort in Fort Lauderdale, FL, Heidi Dennis is responsible for managing the resort's day-to-day success, overseeing all operational aspects for the boutique resort including everything from sales and marketing, to food and beverage, as well as budget while maximizing revenue and maintaining focus on strategic goals.

Ms. Dennis brings more than 34 years of experience as a client service professional having worked within the food & beverage, hospitality, broadcast and public service sectors spanning across the United States, the Pacific Islands and throughout Southeast Asia. Prior to Pelican Grand Beach Resort, she was the General Manager at the Atlantic Hotel & Spa in Fort Lauderdale and prior, held several different roles with Hyatt, Sheraton and Marriott franchises, as well as other independent properties, including assistant general manager, front office manager, rooms manager and F&B director.

In addition to her hospitality leadership within the United States, Ms. Dennis has held esteemed positions internationally. On the tropical Pacific Island of Saipan, she served as the Chairman of the American Red Cross for the Mariana Islands, General Manager of the largest radio station, as well as the on-air personality for her own morning radio show. She helped the development and operation of several golf resorts in Vietnam and has also served as Events Chair for the American Chamber of Commerce in Ho Chi Minh City. During her time with the American Chamber of Commerce she facilitated charitable efforts of American donors including Federal Express, PepsiCo, Heart to Heart Foundation, Eli Lilly and Bank of America.

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

Ms. Dennis can be contacted at +1 954-568-9431 or hdennis@pelicanbeach.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.