Editorial Board   Guest Author

Mr. LeBlanc

Brad LeBlanc

Senior Vice President & Chief Development Officer, Best Western Hotels & Resorts

In 2019, Brad LeBlanc joined the executive team for Best Western® Hotels & Resorts as Senior Vice President & Chief Development Officer.

Mr. LeBlanc reports directly to David Kong, President and CEO of Best Western Hotels & Resorts, leading sales and development efforts for North American expansion of the Best Western core brands, Sure Stay Collection® by Best Western, Executive Residency by Best Western®, VIb®, GLo®, Aiden® by Best Western, Sadie® by Best Western, BW Premier Collection® by Best Western, and BW Signature Collection® by Best Western.

In recent years, Best Western Hotels & Resorts has transformed into a modern and innovative global hospitality powerhouse with 16 distinctive brands in key markets across the world. Now boasting more than 4,500 properties in nearly 100 countries and territories worldwide, the company offers hotel solutions to suit guest and developer needs in every chain scale segment, from economy to luxury.

As Senior Vice President and Chief Development Officer, Mr. LeBlanc drives the growth of Best Western in North America across the company's diverse portfolio of brands.

An industry veteran with 30 years' experience in hospitality, Mr. LeBlanc joined Best Western's executive team. Most recently, he served as Senior Vice President of Franchise & Partner Development with Serendipity Labs, in the new shared workspace "Coworking" office segment with a network of hospitality-focused workspaces meeting demand for an expanding mobile workforce.

Prior to that Mr. LeBlanc successfully built multiple lodging brands across North America in his position as Vice President of Development for Choice Hotels and U.S. Franchise Systems.

Please visit http://www.bestwestern.com/en_US.html for more information.

Mr. LeBlanc can be contacted at +1 813-335-2800 or brad.leblanc@bestwestern.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.