Editorial Board   

Ms. Lewis

Rene Lewis

Director of Human Resources , Signature Worldwide

As the director of human resources for Signature Worldwide, Rene Lewis is responsible for talent management, employee relations, workforce planning, change management, company communications, leadership training and strategic organization planning. Ms. Lewis brings nearly 15 years of human resources experience to Signature, with 10 of those years being at the leadership level. She has held manager and director positions while working for such companies as Red Envelope, Orange County California, Gap Inc. and Caterpillar Logistics Services. Ms. Lewis holds a bachelor's degree in political science from The Ohio State University. She is a Senior Professional in Human Resources (SPHR), as well as a Certified Professional Behavioral Analyst (CPBA). As a member of the Society for Human Resource management and the American Society for Training and Development, Ms. Lewis is a frequent speaker at company events and has often worked with clients regarding employee relations programs recognition and progress.

Ms. Lewis can be contacted at 614-766-5101 or renelewis@signatureworldwide.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.