Editorial Board   Guest Author

Ms. Crowley

Lori Crowley

Corporate Director of Food & Beverage, Prism Hotels & Resorts

Lori Crowley began her hospitality career as a Food and Beverage manager in Atlantic City when the city became a gambling and tourist destination.  She worked at the historic Claridge Hotel, Harrah's Marina and opened Trump Taj Mahal before joining Hyatt Hotels and Resorts in 1990.

Over two decades, opportunities to travel and manage upscale properties and resorts across the country, including Hawaii, made Ms. Crowley a valued Food and Beverage executive within the company. She was selected to be the Corporate Director of Food and Beverage for 120 Hyatt Hotels and Resorts and played a primary role in the planning and execution of Food and Beverage operations for new hotel openings and takeovers.    Ms. Crowley relocated to Los Angeles in 2005 to complete the takeover and renovation of the Hyatt Regency Century Plaza as the Executive Assistant Manager and Director of Food and Beverage.  This role included senior leadership responsibilities for multiple Southern California Hotels.

Ms. Crowley's extensive experience brings fresh perspective and creativity to new restaurant concepts while keeping them market appropriate. She has demonstrated a commitment to bring locally sourced food, environmentally safe practices and supporting the community to her workplace.

A native of New Jersey, Ms. Crowley graduated Rider University with a degree in Business Administration and has completed several post graduate courses in her career. She is a curious and accomplished traveler who enjoys the outdoors, food, fashion, photography and wine. Ms. Crowley currently lives in Dallas, Texas.


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

Ms. Crowley can be contacted at 214-987-9300 or lori.crowley@prismhotels.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.