Editorial Board   Guest Author

Mr. Chin

David Chin

Director of Information Technology, Stanford Hotels Corp.

David Chin is director of Internet Technology for Stanford Hotels Corp., a San Francisco-based company specializing in the management, ownership and development of full-service hotels. Mr. Chin is responsible for Stanford's global IT strategy, network infrastructure, enterprise applications, telecommunications, and hotel technologies for its 16 properties. He also manages Stanford's multiple data centers and the support staff that operates at all hours. Mr. Chin has an extensive educational background including a Masters in Business Administration with a focus in Technology Management; a Bachelor of Science in Management Information Systems, Business Management, and Human Resources Management; as well as considerable technology certification achievements. Mr. Chin recently earned the distinction of Certified Hospitality Technology Professional, of which there are less than 300 in the world today.

Mr. Chin can be contacted at 415-398-3333 or dchin@stanfordhotels.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.