Editorial Board   

Mr. Boyar

Bill Boyar

Chairman, Boyar and Miller

Bill Boyar has been a constant presence in the Houston business community since founding his first law firm in 1980. With a practice focus on corporate finance, mergers and acquisitions, real estate, and hospitality, Bill has worked with leading regional, national and international organizations throughout his career. With client relationships that span decades, and deep national and international networks of colleagues and business partners, his career and emphasis on service has stood in contrast to today's often short-sighted marketplace. Bill is both an entrepreneur businessman and practitioner. In 1980 at the age of 29, he began building his first firm. In 1990 Bill joined partners and established Boyar & Miller. Today clients include an array of Fortune 1000 and middle market companies in diverse sectors. Presently, Bill is a Fellow of the Texas Bar Foundation, The Houston Bar Foundation, a member of the Texas College of Real Estate Attorneys and Chairman-Elect of the End Hunger Network - Houston, as well as an ongoing supporter of SEARCH Homeless Project, Camp For All, The Post Oak School and Episcopal High School.

Mr. Boyar can be contacted at bboyar@boyarmiller.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.