Editorial Board   Guest Author

Mr. Schwab

Craig Schwab

Business Development Manager, AlliedBarton Security Services LLC

Craig Schwab, MBA, MA, CPP has been a senior member of AlliedBarton Security Services’ New York City team for almost 10 years holding several positions in both operations and business development. In his current role as Business Development Manager, he is responsible for creating security programs that add value, protect assets, and provide a positive customer experience. On behalf of AlliedBarton, Mr. Schwab has led the New York City team in their efforts to develop and implement quality security programs for the hospitality industry with the underlying goal of understanding their unique culture, needs, and business objectives. Mr. Schwab was formerly a District Manager responsible for a large portfolio of Fortune 500, hospitality, financial service and Commercial Class “A” clients in Midtown. His responsibilities included administrative oversight, P&L management, training and developing subordinates, and client satisfaction. Mr. Schwab is a graduate of Baruch’s Zicklin School of Business (MBA) as well as the graduate school at John Jay College of Criminal Justice. He is the current NYC ASIS Chapter Board Treasurer, member of the Hotel Association of New York City (HANYC), holds the distinction of Certified Protection Professional (CPP) from ASIS International and is an Adjunct Professor at The Long Island Business Institute in their Security Management Department.

Mr. Schwab can be contacted at 212-328-0211 or Craig.Schwab@alliedbarton.com

Coming up in April 2018...

Guest Service: Empowering People

Excellent customer service is vitally important in all businesses but it is especially important for hotels where customer service is the lifeblood of the business. Outstanding customer service is essential in creating new customers, retaining existing customers, and cultivating referrals for future customers. Employees who meet and exceed guest expectations are critical to a hotel's success, and it begins with the hiring process. It is imperative for HR personnel to screen for and hire people who inherently possess customer-friendly traits - empathy, warmth and conscientiousness - which allow them to serve guests naturally and authentically. Trait-based hiring means considering more than just a candidate's technical skills and background; it means looking for and selecting employees who naturally desire to take care of people, who derive satisfaction and pleasure from fulfilling guests' needs, and who don't consider customer service to be a chore. Without the presence of these specific traits and attributes, it is difficult for an employee to provide genuine hospitality. Once that kind of employee has been hired, it is necessary to empower them. Some forward-thinking hotels empower their employees to proactively fix customer problems without having to wait for management approval. This employee empowerment—the permission to be creative, and even having the authority to spend money on a customer's behalf - is a resourceful way to resolve guest problems quickly and efficiently. When management places their faith in an employee's good judgment, it inspires a sense of trust and provides a sense of higher purpose beyond a simple paycheck. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.