Editorial Board   Guest Author

Mr. Roeh

Lola Roeh

General Manager, The Osthoff Resort and Aspira Spa

Lola Roeh began her career in hospitality over 30 years ago, accepting a position at the storied American Club in Kohler, Wisconsin. Over the course of her tenure there, Lola held management and development positions in guest services, marketing and special events, and quality control, culminating her hotel management experiences with the position of General Manager.

Ms. Roeh was also the opening manager of the Kohler Design Center, the first manager of Commercial Development and finished her career at Kohler as the Director of Destination Marketing for the Kohler Hospitality Businesses. Eighteen years ago, Ms. Roeh became the General Manager of the AAA Four Diamond Osthoff Resort in Elkhart Lake, Wisconsin, one of the Midwest's premier resort destinations.

Ms. Roeh has served as Chair and Board Member for the Wisconsin Hotel and Lodging Association, and received the Association's Innkeeper of the Year Award in both 2002 and 2012. Ms. Roeh is also an active member in the American Hotel and Lodging Association, the Wisconsin Restaurant Association, and the International Spa Association (ISPA) USA. She has served as the President and Board Member of the Elkhart Lake Chamber of Commerce, and Chair and Board Member of the Elkhart Lake Tourism Commission.

Ms. Roeh is a past Chair of the Wisconsin Governor's Council on Tourism and serves on the Marketing Committee. In 2014, she was honored with the Wisconsin Department of Tourism's highest industry honor, the Legacy Award.

Mr. Roeh can be contacted at 920-876-5832 or lroeh@osthoff.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.