Editorial Board   Guest Author

Mr. Gallagher

Bram Gallagher

Economist, CBRE Hotels' Americas Research

Bram Gallagher is an Economist for CBRE Hotels' Americas Research, the Americas research arm of the world's largest commercial real estate firm. He maintains performance forecasting models for 60 major U.S. hotel markets, performs consulting work for a destination marketing organization, creates tools for hotel developers, and examines the effects natural disasters have on hotel occupancy. His background in statistical modeling and understanding of how markets operate have allowed him to reveal powerful, new insight into the future of the lodging industry. After earning his PhD in Economics with a focus in Econometrics from the University of Georgia in 2011, Mr. Gallagher worked as a professor at Middle Tennessee State University and Berry College. Taking his expertise in microeconomic and econometric theory with him, he left the academy for a research position in the lodging industry in 2015 to better learn how economics is practiced. His research interests are in analyzing hotel performance data combined with local and national economic data to produce actionable intelligence for the hotel manager, investor and developer. He believes that reducing and characterizing uncertainty around future outcomes spurs present decisions. Mr. Gallagher has presented his findings on occupancy taxes to AAHOA, a paper on natural occupancy and rental adjustment at the conference of the American Real Estate Society, and thoughts on novel forecasting methods to his colleagues. He has had his research published in several CBRE reports, as well as in Hotel News Now. He has also published a generalization of the Arrow-Lind Theorem in the Journal of Natural Resources Policy Research.

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

Mr. Gallagher can be contacted at 404-812-5189 or bram.gallagher@cbre.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.