Editorial Board   Guest Author

Mr. Collins

Bruce Collins

Regional Director of Development, East, OTO Development

Bruce Collins has been Director of Development for OTO Development since the company's inception in 2004. In this time, the company has developed more than 50 hotels across the nation, representing more than $1 billion in development across a myriad of challenging markets, unique sites, and urban locations such as Chicago, Washington, D.C and New York City. Mr. Collins is involved in all aspects of hotel development in the Eastern Region, which includes managing a team of Development Managers, completing initial site evaluations, due diligence, budgeting and analysis, design review, and all project management services. His contributions have garnered significant industry recognition on behalf of OTO Development, and notably include the 2013 Best Conversion Award for the Hampton Brand—for the conversion of the iconic Kiplinger Editor's Building into the Hampton Inn Washington, D.C./White House— and a 2014 Marriott Best Custom Architectural project for the Fairfield Inn & Suites Manhattan/Penn Station, NY. Before joining OTO Devlopment, Mr. Collins was the Director of Construction for Extended Stay America and managed the company's South East region. During that time, he directly participated in the development and construction of over 70 hotels in the Southeastern United States, and indirectly participated in many more through various other roles. Mr. Collins has a Bachelor of Science in Design from Clemson University.

Mr. Collins can be contacted at 864-596-8930 or bcollins@otodevelopment.com

Coming up in March 2019...

Human Resources: An Era of Transition

Traditionally, the human resource department administers five key areas within a hotel operation - compliance, compensation and benefits, organizational dynamics, selection and retention, and training and development. However, HR professionals are also presently involved in culture-building activities, as well as implementing new employee on-boarding practices and engagement initiatives. As a result, HR professionals have been elevated to senior leadership status, creating value and profit within their organization. Still, they continue to face some intractable issues, including a shrinking talent pool and the need to recruit top-notch employees who are empowered to provide outstanding customer service. In order to attract top-tier talent, one option is to take advantage of recruitment opportunities offered through colleges and universities, especially if they have a hospitality major. This pool of prospective employees is likely to be better educated and more enthusiastic than walk-in hires. Also, once hired, there could be additional training and development opportunities that stem from an association with a college or university. Continuing education courses, business conferences, seminars and online instruction - all can be a valuable source of employee development opportunities. In addition to meeting recruitment demands in the present, HR professionals must also be forward-thinking, anticipating the skills that will be needed in the future to meet guest expectations. One such skill that is becoming increasingly valued is “resilience”, the ability to “go with the flow” and not become overwhelmed by the disruptive influences  of change and reinvention. In an era of transition—new technologies, expanding markets, consolidation of brands and businesses, and modifications in people's values and lifestyles - the capacity to remain flexible, nimble and resilient is a valuable skill to possess. The March Hotel Business Review will examine some of the strategies that HR professionals are employing to ensure that their hotel operations continue to thrive.