Editorial Board   

Ms. Gould

Nicole Gould

Senior Interior Designer, Hatchett Hospitality

Nicole Gould has served as a Senior Interior Designer at Hatchett Hospitality since 2003. She is based at the company's regional sales and design center in Raleigh, where her responsibilities include coordinating closely with the company's customers, sales people, and sales support staff to translate "design" into "reality." She also works with manufacturers, including on developing new products such as she did recently with a major carpet company. Ms. Gould has more than seven years of hospitality design experience and is an allied member of the American Society of Interior Designer (ASID). She earned her degree in interior design from East Carolina University. Ms. Gould and her husband, Jeremy, who is vice president of national accounts with Hatchett Hospitality, reside in Raleigh.

Ms. Gould can be contacted at 919-570-2050 or nicole@hatchetthospitality.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.