Editorial Board   Guest Author

Mr. Solaro del Borgo

Gerardo Solaro del Borgo

Chief Executive Officer, Toscana Resort Castelfalfi

Gerardo Solaro del Borgo is Chief Executive Officer of Toscana Resort Castelfalfi. In this role, he is responsible for the management, business development and strategic direction of the 2,700 acre area owned by TUI AG, which includes the real estate, agricultural segments, two luxury hotels and a 27-hole golf course within a Medieval Borg.

As CEO, Mr. Solaro is in charge of the administrative performance of the Estate. He is also the spokesperson of TUI to the local Tuscan and Italian institutions and ambassador of Castelfalfi for TUI, world leader in tourism.

Before joining Toscana Resort Castelfalfi, Mr. Solaro worked in the finance sector, where he followed the Deutsche Bank and Societè Generale for the Euro-bond market from London. In 1995, he moved to Milan to serve as General Manager of Deutsche Bank real estate. He was also a pioneer of the made in Italy real estate funds, which saw the light in the early 2000s.

After this role, Mr. Solaro worked in a leadership position with Cordea Savills Investment Management where he was called by the banks to restore the leading hotel chain in Italy with 24 hotels Boscolo Group, which he guided as Chief Operating Officer from 2015 to 2017.

After Boscolo Group had been successfully restored and sold in 2017, Mr. Solaro joined StarHotel as Business Developer.

Gerardo Solaro del Borgo is a dedicated humanitarian serving as President of The Order of Malta's Italian Relief Corps, which includes more than 4,000 volunteers involved in a variety of philanthropic projects.

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

Mr. Solaro del Borgo can be contacted at +39 057-189-0163 or pr@castelfalfi.it

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.