Editorial Board   Guest Author

Mr. Pasdeloup

Sylvain Pasdeloup

General Manager, Sofitel Bali Nusa Dua Beach Resort

As Hotel Manager of Sofitel Bali Nusa Dua Beach Resort since its opening in 2013, Sylvain Pasdeloup took the reigns as General Manager on May 1st 2015, carrying on with the duties of overseeing the operations of this luxury five-star resort. He happens to be the youngest hotelier ever to be appointed to this most prestigious helm position at an international five-star resort, at the mere age of 33. The French-born hotelier's long stint comprises Sofitel worldwide, which includes the opening of two Sofitel properties in India and his current post in Bali, Indonesia, and which has allowed him to demonstrate his strategic capability in ensuring effective change outcomes and having valuable experiences in a diverse range of markets. Mr. Pasdeloup has developed a strong ability to work with stakeholders of all kinds, from employees, to property owners and suppliers. Mr. Pasdeloup graduated from Lycee Hotelier of Occitanie, Toulouse, France in 2001, and achieved an MBA in International Hospitality Management (AACSB-EQUIS accredited), graduating from ESSEC - ESSEC Business School in 2005. He speaks fluent native French, English, advanced Spanish and intermediate Bahasa Indonesia. He is also an Australian permanent resident. Mr. Pasdeloup's previous tenures include the Sofitel Gold Coast in November 2007 as Director of Food and Beverage, and a similar position from 2008 to 2010 at the Sofitel Brisbane Central. He then moved to Asia to take up position at Sofitel Mumbai Bandra Kurla, Accor's first and flagship property in India, as Executive Assistant Manager, overseeing the pre-opening and management of the 302-rooms resort.

Please visit http://www.sofitel.com for more information.

Mr. Pasdeloup can be contacted at 62-361-849-2888 or sylvain.pasdeloup@sofitel.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.