Editorial Board   

Mr. Haley

Victor P. Haley

Partner, Sutherland, Asbill & Brennan LLP

Victor P. Haley is a Partner at the Atlanta office of law firm Sutherland, Asbill & Brennan LLP. Victor practices in the hospitality, golf course and resort area. Victor regularly represents large hotel operators and hotel owners in connection with hotel acquisitions, dispositions and development throughout the Americas and the Caribbean. He has recently represented InterContinental Hotels Group in connection with its investment in the Cayo Largo Resort development in eastern Puerto Rico, its acquisition of the former Ritz-Carlton on Central Park South in New York and its acquisition of the historic Stephen F. Austin Hotel. In addition, Victor has assisted InterContinental Hotels Group in the development of new hotels and resorts in Miami, Minneapolis and Puerto Rico and has extensive experience in negotiating hotel operating agreements both for hotel owners and operators. He is a member of the Urban Land Institute and regularly speaks at legal education and industry forums on hotel acquisitions, development and operating issues.

Mr. Haley can be contacted at 404-853-8302 or victor.haley@sablaw.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.