Editorial Board   

Ms. Furbay

Susan Furbay

Vice President of Business Development, HVS

Susan Furbay is Vice President of Business Development for HVS, working with hotel investors, brokers, owners, operators, and other clients seeking HVS expertise in markets around the world. Ms. Furbat formerly served as Vice President of Acquisitions and Business Development at Sage Hospitality and as Director of North America Lending in GE Real Estate's Hospitality division, where she originated and closed hotel loans totaling nearly $500 million. Based in Washington, DC, Ms. Furbay joined HVS as Vice President of Business Development. In this role she is responsible of developing new business for all of the HVS offices and divisions throughout the world. Ms. Furbay brings over 14 years of expertise in hospitality investment through her experience as a broker, lender and manager at her most recent position as VP of Acquisitions and Business Development at Sage Hospitality. Prior to joining Sage, Ms. Furbay spent five years as Director of North America Lending in GE Real Estate's Hospitality division. During her tenure, she was instrumental in growing GE Real Estate's hospitality lending platform which included both CMBS and balance sheet lending. While she was at GE, Ms. Furbay originated and closed 18 hotel loan transactions totaling nearly half billion dollars in volume. Prior to GE, Ms. Furbay worked as a broker at Eastdil and Molinaro Koger where she was responsible for sourcing and marketing new listings for luxury, full-service and mid-market hotels to prospective investors. Ms. Furby is a graduate of Cornell University, School of Hotel Administration.

Please visit http://hvs.com for more information.

Ms. Furbay can be contacted at 5162488828275 or sfurbay@hvs.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.