Editorial Board   Guest Author

Mr. Isvan

Omer Isvan

Founder & President, Servotel

Omer Isvan is the founder and president of Servotel, celebrating over 30 years of evolution into a global Hotel & Resort consulting boutique. Servotel is now widely recognized as the leading advisor in the investment and development of hotels, resorts, wellness facilities and integrated residential and mixed-use lifestyle developments worldwide.

Backed up with industry-leading specialists based in London and Istanbul, Mr. Isvan's experience spans over 43 countries and numerous projects advising investors in every step of investment and development from green-field concepting stage through to asset management of hotels, resorts, destination wellness and lifestyle communities, most involving the selection of and cooperation with global hospitality and spa operators and brands.  

Mr. Isvan's unique approach and vision for development advisory field, strong passion for a fully coherent holistic R&D and expertise base that plugs-in to the investor and that maintains the link between the vision, physical and operational concept and the financial feasibility, led to Servotel's fully integrated multi-discipline structure. This structure includes specialists in concept and creative elements, legal, economic, financial, market research & marketing, design & engineering to complement and cohere the investor, its architects, designers, specialist consultants and operators throughout the development and pre-opening process.

A graduate of University of Surrey, England, Mr. Isvan is a Fellow of Institute of Hospitality; member of the board of the Global Wellness Institute, Advisory Board member of the International Hotel Investment Forum and the Global Wellness Summit and member of Institute of Directors and British Institute of Management. Mr. Isvan is also reported to have introduced the term 'boutique hotel' into the industry and is one of few industry leaders to have made the cover of Business Week. Alongside his career, Mr. Isvan contributes to the industry by delivering keynote lectures on hospitality development at conferences and leading universities and corporate MBA's globally.  

Please visit http://www.servotel.net for more information.

Mr. Isvan can be contacted at +44 02071291251 or omer@servotel.net

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.