Editorial Board   Guest Author

Mr. Bleeker

Floor Bleeker

Vice President Business Solutions, Jumeirah Group

Floor Bleeker, a Dutch national, joined the Jumeirah Group in 2001 and currently holds the position of Vice President Business Solutions. In his role he is responsible for the company's IT portfolio, business systems, software development, data warehousing, IT innovation, projects, IT investments, relationship management and digital strategy. He is a member of the Group's Executive Team. In support of Jumeirah's rapidly growing portfolio of luxury hotels and hospitality businesses, a number of large IT programs including cloud enabled Enterprise Resource Planning (ERP), Customer Relationship Management (CRM), property management, Enterprise Content Management (ECM) and Central Reservations Systems (PMS and CRS) have recently been implemented. The Group has grown its revenue generated through Jumeirah.com and other digital channels exponentially over the last few years and technology continues to play a critical part in the company's strategy going forward. Recent IT innovation announcements included a global roll out of public Telepresence rooms and a ground breaking mobile guest information and services platform. The centralised IT function at Jumeirah Group employs over 100 specialists and won regional and international awards. The department adapted COBIT as its process framework and ITIL for its service delivery organisation. Prior to joining the Jumeirah Group, Mr. Bleeker worked as Director of IT for the Emirates Academy of Hospitality Management in Dubai (UAE) and as an IT Manager for the Radisson SAS regional office in Brussels (Belgium). He worked in different IT positions in Europe, the United States and the Caribbean. Mr. Bleeker holds a Masters degree in Business Administration (MBA) with a Marketing specialisation from the University of Colorado at Colorado Springs, and a Bachelors (BSc) degree in Hospitality Administration with a Finance specialisation from the Hotel School The Hague. He is currently serving on the Board of Hotel Technology Next Generation (HTNG), the world's leading hospitality technology trade association and holds a number of advisory board positions for other non-profit organisations. Mr. Bleeker is living in Dubai with his wife Anne and daughter Lauren.

Mr. Bleeker can be contacted at 97143485030 or floor.bleeker@jumeirah.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.