Editorial Board   

Ms. Ross

Susie Ross

Founder, Waiter Training

Susie founded Waiter Training when she realized that restaurants might be able to utilize her extensive background in successful sales in the restaurant industry and as an instructor. She obtained her degree in Speech/Communications with an emphasis in Theatre, from Metropolitan State College of Denver and made a successful career of selling and serving food and beverages in the restaurant industry. Her background in the restaurant business runs the gamut from fast-paced, breakfast and lunch service to a more formal, evening and dinner atmosphere and spans nearly 15 years. Building confidence in both experienced and inexperienced staff has become her trademark. Susie believes servers must approach the table with confidence and an ability to sell the menu, irrespective of the type of restaurant. Classes are conducted with fun in mind. It has been proven that people of all ages learn better when there is fun, laughter and games involved in the learning process. Susie brings fun and creativity to her sales-oriented approach to serving guests in a restaurant.

Ms. Ross can be contacted at 720-203-4615 or susan@waiter-training.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.