Editorial Board   

Mr. Schuurman

Darrell Schuurman

Co-Founder, Canadian Gay & Lesbian Chamber of Commerce

Darrell Schuurman is the co-founder of Travel Gay Canada, working towards improving economic opportunities for members through research, product development, and the promotion of Canada as an LGBT travel destination. Mr. Schuurman is also the co-founder of the Canadian Gay & Lesbian Chamber of Commerce. Mr. Schuurman has over 20 years experience in tourism, working in the accommodation, transportation, tourism services, and travel trade sectors of the industry. Mr. Schuurman is currently the Managing Partner at DNA Marketing Group, a specialized marketing company offering a full-range of services for the tourism industry. Prior, Mr. Schuurman spent 6 years with VIA Rail Canada as Manager of Market Development and 5 years with the Canadian Tourism Human Resource Council as Director of Sales & Marketing. Mr. Schuurman completed his Bachelor of Commerce Degree concentrating in Tourism at the University of Calgary, and completed his Executive MBA from Richard Ivey School of Business, Western University.

Mr. Schuurman can be contacted at 416-761-5151 or darrell@cglcc.ca

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.