Editorial Board   

Mr. Guinn

Clyde Guinn

Senior Vice President, Stanford Hotels

Clyde Guinn is a Certified Hotel Administrator with more than 30 years experience in the hotel industry. Upon completion of his undergraduate degree, he served in various positions with Marriott in Washington, D.C., New Orleans, and Houston and later opened the first Adam's Mark hotel as pre-opening director of sales in Houston. He later served as assistant vice president of sales and marketing for the Adam's Mark brand and as a general manager in their Kansas City and Charlotte, N.C. properties. Guinn opened the four-diamond Kansas City Marriott Plaza as general manager in 1986. He joined Radisson Hotels Worldwide in 1991 as regional vice president and in 1997 he was promoted to senior vice president. Today, Guinn is directly responsible for day-to-day operations for Stanford Hotels' group of properties with specific emphasis on building revenue and significantly increasing productivity.

Mr. Guinn can be contacted at 4153983333224 or cguinn@stanfordhotels.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.