Editorial Board   Guest Author

Mr. Darling

Stephen Darling

Principal, Stephen Darling Hospitality Consultancy Inc.

After 40 consecutive years in hospitality industry in three countries, most recently as Regional Vice President for Shangri-La Hotels & Resorts in North America, responsible for identifying and securing management contracts on six projects in North America. Stephen now leads his own hospitality consulting practice as well as serving as a director on two boards. Darling readily admits that he entered the hospitality industry by default following two summers spent working as a bellman in one of Quebec City's established hotels. Following this, he obtained a Hospitality Management Diploma at Concordia University, and subsequently did a BSc at Cornell's School of Hotel Administration. In addition to his many professional duties, Darling is known for sharing his years of hospitality experience and knowledge with industry colleagues and candidates. He sat on Vancouver Community College's Hospitality Management Program Advisory Committee; was named Canada's 2001 Hotelier of the Year by Hotelier Magazine; was Chair of Tourism Vancouver's Board for 2002/03. He is a Past Chair of Vancouver Hotel Association and was a director of the Pacific Rim Institute of Tourism. Stephen was Co- Chair of the Yes 2010 team, which was instrumental in Vancouver's bid for the 2010 Winter Olympic games. He earned his icd.d designation from the Institute of Corporate Directors of Canada and Rotman School of Management, and currently sits on two boards in addition to his project consulting practice. Darling's hospitality practice currently includes two multi-national hotel management companies -for which he provides strategic development support in North America. Stephen is fluent in French and “manages to get by” in Spanish. Stephen is also a principal of Cayuga Hospitality Consultants. You can reach him via his website at www.stephendarling.com.

Please visit www.stephendarling.com for more information.

Mr. Darling can be contacted at stephen.darling@shaw.ca

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.