Editorial Board   

Mr. Hall

Stephen Hall

Founder, Brandworks Distribution LLC

Stephen S.J. Hall was a 1956 graduate of the school of Hotel Administration at Cornell University. He also holds an MBA with high honors from Michigan State University as well as a Masters Degree in Divinity from Harvard. After serving as a Marine Corps officer from 1956 to 1958 he spent most of his career in the hospitality industry starting as a field engineer with Sheraton Corporation. He was promoted to Director of Operations Support for ITT Sheraton leaving in 1971 to become Vice President for Administration of Harvard where he managed 10 departments with an annual budget of $95 million dollars spending an additional 300 million per annum for new construction. While at ITT Sheraton one of his duties was as the first Quality Assurance Director in the industry. In 1981 he formed a quality assurance consulting company and implemented the first quality assurance program in the American Hotel and Lodging Association. The company also put in programs in the Bahamas as well as several hotels in the US including the Greenbrier in White Sulphur Springs, WV. Mr. Hall has taught Quality Assurance at several universities including Cornell, the University of Nevada Las Vegas, New Hampshire, the Instut de Management Hoteiier in Cergy- Pontoise, France as well as Glion in Switzerland where he was also the Director of Studies. He has given seminars worldwide. He has also held positions as Pastor of the Congregational church in Cohasset Massachusetts and the Associate Pastor of the American Church in Paris, France. Mr. Hall has written and published four books: QUALITY ASSURANCE IN THE HOSPITALITY INDUSTRY - The American Society for Quality Control, READINGS IN ETHICS - Education Institute of AH&LA, JOURNEY TO EXCELLENCE - Dog Ear Press and PLUMB BOB - Dog Ear Press. While quality assurance is traditionally defined as conformance to standards will Mr. Hall has promoted the idea that conformance to standards alone is insufficient. Standards must be “right” standards thus introducing ethics and replaces quality assurance with the word excellence as the ultimate goal. Excellence is defined as “consistently doing right things.” Although several surveys, in recent years, indicated that managers have a strong interest in ethics and consider the practice of ethics to be beneficial to the bottom line, few hotels have a comprehensive program of ethics in place. The problem is analyzed in the book PLUMB BOB which also includes a new theory of which can be easily taught to employees

Mr. Hall can be contacted at Larry_Hall@SpringerMiller.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.