Editorial Board   

Mr. Kravetz

Dana Kravetz

Firm Managing Partner, Michelman & Robinson, LLP

Dana A. Kravetz is the Firm Managing Partner of Michelman & Robinson, LLP (M&R), a national law firm headquartered in Los Angeles, with additional offices in Orange County (California), San Francisco, Chicago and New York City. Also the leader of M&R's Hospitality Industry Group, Mr. Kravetz focuses his practice on the representation of hotel and restaurant management, specializing in a range of employment law matters - discrimination, wrongful termination, whistleblower and class action litigation, sexual harassment prevention, workforce reduction, hiring best practices and wage and hour issues, among them.

In addition, Mr. Kravetz advises and litigates on behalf of clients in connection with executive employment contract disputes; independent contractor and misclassification issues; and non-competition, separation and non-disclosure agreements. He handles workplace training, investigations, compliance and audits as well.

A hospitality industry authority, Mr. Kravetz is an active participant in the space. He sits on the Advisory Board for the Cornell Institute for Hospitality Labor and Employment Relations and the Planning Committee for the Americas Lodging Investment Summit Law Conference. In both roles, he collaborates to identify hot topics facing hoteliers and develop programming to educate them.

Mr. Kravetz is also involved in the American Hotel & Lodging Association, and he is a member of the Government & Legal Relations Committee of the California Hotel & Lodging Association. There is more. He frequently speaks at national and regional hospitality industry conferences and events (like ALIS Law and HR in Hospitality), and he regularly contributes articles to HotelExecutive.

Please visit http://www.mrllp.com/professionals-Dana-Kravetz.html for more information.

Mr. Kravetz can be contacted at 310-299-5500 or dkravetz@mrllp.com

Coming up in April 2019...

Guest Service: A Culture of YES

In a recent global consumers report, 97% of the participants said that customer service is a major factor in their loyalty to a brand, and 76% said they view customer service as the true test of how much a company values them. And since there is no industry more reliant on customer satisfaction than the hotel industry, managers must be unrelenting in their determination to hire, train and empower the very best people, and to create a culture of exceptional customer service within their organization. Of course, this begins with hiring the right people. There are people who are naturally service-oriented; people who are warm, empathetic, enthusiastic, pleasant, thoughtful and optimistic; people who take pride in their ability to solve problems for the hotel guests they are serving. Then, those same employees must be empowered to solve problems using their own judgment, without having to track down a manager to do it. This is how seamless problem solving and conflict resolution are achieved in guest service. This willingness to empower employees is part of creating a Culture of Yes within an organization.  The goal is to create an environment in which everyone is striving to say “Yes”, rather than figuring out ways to say, “No”. It is essential that this attitude be instilled in all frontline, customer-facing, employees. Finally, in order to ensure that the hotel can generate a consistent level of performance across a wide variety of situations, management must also put in place well-defined systems and standards, and then educate their employees about them. Every employee must be aware of and responsible for every standard that applies in their department. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.