Editorial Board   Guest Author

Mr. Markarians

Michael Markarians

President, Tee Hospitality

Michael Markarians is the founder of Tee Hospitality and serves as the company's President. He is responsible for the day-to-day operations and works diligently with industry leaders to increase the effectiveness of Tee Hospitality in the marketplace. Tee Hospitality specializes in sales and marketing representation services for hotels, resorts, and destinations worldwide and focuses on marketing consulting, revenue management consulting, repositioning, and complete hospitality management. Having worked on site at properties and also out in the field selling to travel professionals and MICE planners, Mr. Markarians possesses a great perspective for both the agent or planner and the property in terms of being able to see the goals for each side and ensuring all parties prosper.

Prior to founding Tee Hospitality, Mr. Markarians spent 22 years selling and managing various independent hotel properties. Most recent experience includes being Regional Director of Sales at Aston Hotels and Resorts. He also served as Vice President of Group Sales at Luxe Hotels and LE Hotels and has also been Director of National Sales for Pacific Palms Conference Resort. He began his career in 1992 at MGM Grand Las Vegas and Hyatt Hotels and Resorts where he gained invaluable experience in hotel operations.

Mr. Markarians's key to success has been his diversified knowledge of various market segments as well as the relationships he has developed over the years. Tee Hospitality features inspirational and extraordinary properties and destinations, which ultimately create a unique place for corporate meetings, special gatherings, a sanctuary, romantic getaways, executive retreats, or simply a place to unwind.


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

Mr. Markarians can be contacted at 310-694-4199 or info@teehospitality.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.