Editorial Board   

Mr. Haynie, SR.

Michael Haynie, SR.

President, Parkway Hospitality Management

Michael Haynie has devoted his entire professional career to the lodging and hospitality industry. After attending Northeastern University in Boston, MA, he took on various entry level positions before rising through the ranks to the executive level positions he has held for many years. Mr. Haynie has experience in every facet of hotel operations and has served in leadership capacities in hotels ranging from economy to luxury. Prior to launching his own hotel management enterprise, Mr. Haynie served as the Vice-President and Managing Director of Baltimore's Tremonts Hotels which encompassed the upscale Tremont Plaza Hotel and the economy Tremont Park Hotel. He also spearheaded the debut of the award-winning Tremont Grand events venue. Under his leadership, Baltimore's Tremonts ascended to new levels of profitability due to the strategic initiatives Mr. Haynie implemented. Mr. Haynie has also served as a General Manager with Hilton and InterContinental Hotels in Baltimore, Boston, and Hartford; as well as a General Manager with independent and branded hotels in Charlotte, Hartford, Boston and Washington, DC. While developing his extensive professional port folio, Mr. Haynie has also held numerous community service leadership roles in the Baltimore area. He currently serves as the Co-Chairman of Baltimore's National Academy Foundation High School (NAF), a flagship public high school, which pairs a college preparatory curriculum with five career disciplines: hospitality and tourism, finance, information technology, law and engineering. In addition to being a dedicated and effective youth mentor and advocate, Mr. Haynie was instrumental in helping NAF move and expand to its own middle/high school campus. NAF will now provide career enrichment opportunities to twice as many students. Mr. Haynie recently concluded a term as Chairman of the Board for the Historic Charles Street Association and he currently serves on the board of directors for each of the following professional organizations: The Maryland Tourism Development Board; Visit Baltimore Board of Directors; Charles Street Development Corporation; the Downtown Management Authority, The Downtown Partnership Board of Directors; the Hospitality Advisory Board for the Morgan State University School of Hospitality and The Maryland Hotel and Lodging Association; President of the Waverly Main Street Organization. Mr. Haynie was honored by the Maryland Hotel & Lodging Industry in 2007 as the state's “Hotelier of the Year” and in 2009 as the “Office of Tourism Development as the “ Mentor of the Year”.

Mr. Haynie, SR. can be contacted at 443-604-3835 or mhaynie@parkwaymgt.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.