Editorial Board   Guest Author

Mr. Soloway

Todd Soloway

Partner, Pryor Cashman LLP

Todd Soloway is a partner at Pryor Cashman, a full-service law firm of more than 170 attorneys with offices in New York City and Los Angeles, where he heads the Hotel + Hospitality and Real Estate Litigation Groups. 

A trusted advisor to leaders in the hospitality industry, as well as private equity firms, real estate investment trusts (REITs), property owners and developers, Mr. Soloway has successfully litigated some of the most high-profile cases involving hotel management and franchise agreements, real estate finance and development, complex foreclosures, receiverships and workouts, and commercial landlord-tenant disputes.

Mr. Soloway is consistently recognized as one of the country's leading hospitality attorneys by Best Lawyers, Super Lawyers and other organizations. He writes a regular column on legal trends impacting the hospitality and real estate sectors in The New York Law Journal, contributes to industry publications including Hotel Business Magazine, Private Equity Real Estate and Crain's, and received a Burton Award for Legal Achievement for his writings on the use of indefinite terms in real estate contracts.

Mr. Soloway is also a recurring speaker at New York University's International Hospitality Conference.

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

Mr. Soloway can be contacted at 212-421-4100 or tsoloway@pryorcashman.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.