Editorial Board   Guest Author

Mr. Kish

Carl Kish

Co-Founder, STOKE Certified

After four years of research and development with Co-Founder Dr. Jess Ponting, Carl Kish created STOKE Certified — the world's first sustainable tourism certification program for surf and ski tourism operators. Equipped with the sector-specific knowledge and tools to empower businesses who want to embrace sustainability, he is committed to progressing the riding culture with a future-proof perspective.

Mr. Kish has developed sustainability management systems for Tavarua Island Resort, Fiji; Casa Tucan Hotel, Costa Rica; Turtle Bay Resort, Hawaii; and Mt Ashland Ski Area, Oregon. Currently he is the Project Manager for the development of Olas Verdes Resort in Nosara, Costa Rica — a LEED Certified project.

Having completed the Global Reporting Initiative Certified Sustainability Reporting Course (G4), as well as the Green Globe Certified Auditor Course, Mr. Kish is well-versed in the benchmarking, certification, and sustainability reporting processes.

As the former Content Strategist for a web and graphic design firm, Made by Grizzly, Mr. Kish also possesses the creative skills to design beautiful print and online sustainability reports that are engaging and easily digestible for the public. 

Mr. Kish graduated with honors from San Diego State University with a Bachelors of Science in Sustainable Recreation and Tourism Management.

Mr. Kish can be contacted at 925-260-6369 or carl@stokecertified.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.