Editorial Board   

Ms. Hou

Judy Hou

Directeur General/CEO , Glion Institute of Higher Education Worldwide

Judy Hou was named Directeur General/CEO of Glion Institute of Higher Education Worldwide by the board of directors in November 2013. Prior to that, Ms. Hou served as the CEO of Les Roches Jin Jiang International Hotel Management College, Shanghai where she was responsible for positioning the school as a valuable resource centre for the hospitality community. Both Glion Institution of Higher Education and Les Roches Hotel Management School are part of the Laureate International Universities network. Before joining Laureate, Ms. Hou was the Director of Human Capital at Hotel ICON and Adjunct Professor for the School of Hotel & Tourism Management at the Hong Kong Polytechnic University. During her tenure at the Hong Kong PolyU, Ms. Hou successfully developed the first fully integrated commercial and teaching/research hotel owned by the university. A passionate advocator of education, life-long learning and personal development, Ms. Hou has over 20 year's hospitality and education experience and has worked for leading international hotel brands such as Mandarin Oriental, Park Hyatt and Swiss Hotels. Ms. Hou also taught at the Ecole hoteliere de Lausanne as an Assistant Professor/Researcher. Ms. Hou is deeply committed to high quality hospitality education and positive student outcomes. Ms. Hou earned her Bachelor of Arts in Comparative Literature from Columbia University, her master's in Hospitality Administration from Ecole Hotelière de Lausanne, and she is working towards her Doctor of Business Administration from Walden University. She is on the editorial board of HotelExecutive.com and has authored several articles for the Hotel Business Review, and Hotel Management Asia, including “The Future of Hotel Marketing: Social Media,” “Understanding & Profiting from Emotional Factors Behind Hotel Brand Loyalty,” “Managing Gen Y: The Characteristic of Gen Y in the Hospitality Industry,” and “The Role of the General Manager in the 21st Century.”

Ms. Hou can be contacted at judy.hou@laureate.net

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.