Editorial Board   Guest Author

Mr. Jerome

David Michael Jerome

SVP Corporate Responsibility, InterContinental Hotels Group

David Michael Jerome is the Senior Vice President for Corporate Responsibility at InterContinental Hotels Group based in the United Kingdom. IHG leads the industry in environmental innovation with its guide to sustainable hotel building, construction and operations. IHG is also leading in community investment and local economic development, with over 4200 hotels globally. Before joining IHG in 2006, Mr. Jerome led Corporate Affairs for AB InBev, the world's largest brewer. Prior to AB InBev, Mr. Jerome worked for General Motors in a variety of staff and operational roles. He was head of GM Korea before assuming responsibility for GM's global reputation and corporate responsibility activities. Mr. Jerome practiced law in Washington, D.C. before joining GM.

Mr. Jerome can be contacted at 004401895512324 or david.jerome@ihg.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.