Editorial Board   Guest Author

Mr. Greenbaum

Jonathan Greenbaum

Partner, Nixon Peabody

Jonathan W. Greenbaum is a partner of Nixon Peabody LLP's Labor and Employee Benefits Practice Group. Mr. Greenbaum focuses on labor-management relations on behalf of management and in the defense of employers in employment-related litigation in state and federal courts, including discrimination claims, wrongful discharge, breach of employment contract claims and claims for employee benefits. Mr. Greenbaum also has an active practice in alternative dispute resolution. He frequently represents employers and management in collective bargaining negotiations and in proceedings before the National Labor Relations Boards and in arbitration hearings. Mr. Greenbaum advises employers on preventive employment policies and represents employers in investigations conducted by federal, state, and local administrative agencies. Prior to joining the firm, Mr. Greenbaum was a founding partner with a Washington, DC, law firm that exclusively represented employers and management in the fields of labor, employment, business immigration, benefits, and related litigation.

Mr. Greenbaum can be contacted at 202-585-8326 or jgreenbaum@nixonpeabody.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.