Editorial Board   

Mr. Kremp

Paul R. Kremp

General Manager, Rochester Plaza Hotel & Conference Center

A 35-year hotel veteran, Paul Kremp started his career in the hospitality industry in high school working summers at Walt Disney World. He worked in various hourly and management positions until 1981. After college Mr. Kremp went on to serve in management positions for Hospitality Management Corporation in Dallas, TX, Radisson Hotels Worldwide in Minneapolis, MN, Danela Hotels in Philadelphia PA, Hudson Hotels Corporation in Rochester, NY, GF Hotels in Philadelphia, PA, and Summit Hospitality, Inc. in Rochester, NY. While at Radisson Mr. Kremp worked at several hotels throughout the United States, including as General Manager of the Radisson Hotel Harbour View Hotel in San Diego, CA. Mr. Kremp has worked in both hotel management, franchise and owner operator capacity throughout his career at brands including Radisson, Ramada, Marriott, Red Roof Inn, Microtel, Crowne Plaza, Holiday Inn, Hampton Inn, and for independent hotels. He is currently General Manager of the Rochester Plaza Hotel & Conference Center, one of the largest hotels in downtown Rochester, New York. The hotel, which is owned by Summit Hospitality, Inc of New York, has 362 rooms and suites, several restaurants and extensive meeting services and banquet space.

Mr. Kremp can be contacted at 585-324-0032 or pkremp@rochesterplaza.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.