Editorial Board   Guest Author

Ms. Murphy

Sandy Murphy

General Manager, The Beverly Hilton

Sandy Murphy has served as the General Manager of The Beverly Hilton since August 2008. A Hilton veteran with more than 25 years of experience, Ms. Murphy oversees all aspects of the nine-acre property, leading, and growing a legendary brand that has endured for nearly 60 years.

Ms. Murphy takes Conrad Hilton's philosophy "be hospitable" to heart. The warm and inviting ambiance The Beverly Hilton has enjoyed over the last two decades is most certainly the result of Ms. Murphy's kind and friendly nature. She has brought many worldwide productions to life and welcomed Presidents, Heads of State, A-list celebrities, and luminaries from all over the world into the hotel.

Prior to joining The Beverly Hilton, Ms. Murphy served in executive management roles spanning the West Coast. She previously served as the Area Vice President of Southern California, where she was responsible for the operation of a collection of Hilton and Doubletree hotels located in airport, suburban, urban, and resort markets. She also served as the Area Vice President of Northern California and the Pacific Northwest, overseeing 10 Hilton hotels in the marketplace. She started her Hilton executive management career at Embassy Suites in Covina, Calif. as Assistant General Manager. The Southern California native was also educated in the center of it all, beginning at Cal Poly Pomona and the University of California at Los Angeles (UCLA), where she majored in Finance, Human Resource Management, and Marketing.

Ms. Murphy lives and breathes The Beverly Hilton mission of "a time well spent" each day. Beyond the hotel, she is passionate about improving the quality of life of others through philanthropic endeavors such as The Sumer Nicole Alvarez Foundation, the Revlon Run/Walk for Women, and the Guide Dog for the Blind.

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

Ms. Murphy can be contacted at +1 310-274-7777 or sandy.murphy@hilton.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.