Editorial Board   

Ms. Dolecki

Leigh Anne Dolecki

President, The Northern California Concierge Association

Leigh Anne Dolecki joined the hospitality industry after a 20 year career in the world of theatre production. Since becoming a concierge in 2000 she has served as vice president of the Northern California Concierge Association; at the end of 2007 she completed her two year term as president of the NCCA. She represented a membership of over 160 concierges throughout the Bay Area as far south as Monterey and Carmel, and as far north as Healdsburg. As president, Ms. Dolecki provided educational opportunities for the members by planning meetings and events, as well as building relationships with service providers throughout northern California, keeping NCCA members on the forefront of guest services. She remains on the current board of directors as past president. As a member of Les Clefs d'Or USA, Ms. Dolecki most recently attended the Panamerican Congress in Vancouver, British Columbia, and the International Congress in Copenhagen Denmark, as well as the National Congress in New York City. She has made numerous presentations on the Northern California Concierge Association's response to concierge outsourcing. Ms. Dolecki provides guest service as chef concierge at Campton Place, a Taj Hotel. Located in downtown San Francisco, just off Union Square, the 110-room luxury boutique hotel is the third Taj Hotel in the United States along with The Pierre and the Taj Boston; it is also a member of The Leading Small Hotels of the World. Ms. Dolecki continues her work as the lead for food in the San Francisco mayor's outreach program for the homeless, Project Homeless Connect.

Ms. Dolecki can be contacted at 415-955-5552 or ladolecki@gmail.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.