Editorial Board   

Ms. Renton

Jane Renton

General Manager, Jumeirah Lowndes Hotel

Jane Renton is General Manager at The Lowndes Hotel, London. Ms. Renton has a wealth of experience in all areas of the hospitality industry. After studying Hotel Management and graduating from Gwent College of Higher Education, Renton secured a placement at The Gateway Hotel & Conference Centre, Newport where, over the space of five years, she trained in several roles. These included deputy head housekeeper, accommodation services manager and Events and Banqueting Manager, before taking a year's sabbatical in Australia and New Zealand. In 2004 she took up the post of General Manager at The Lowndes Hotel London where she continues to pursue her passion for personalized service and creating a unique 'home away from home' experience for her guests. Jane Renton is a member of many Professional Associations, including the British Hospitality Association, Hotel & Catering International Management Association, the London Chamber of Commerce and is an active International Committee member of The Front Office Managers' Association - AICR, organising the annual Young Receptionist of the Year Competition.

Ms. Renton can be contacted at 442078231234 or jane.renton@jumeirah.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.