Editorial Board   Guest Author

Mr. Cordell

Phil Cordell

Global Head of New Brand Development, Hilton Worldwide

Phil Cordell is the Global Head of New Brand Development for Hilton Worldwide. In this role, he uses his extensive industry knowledge and deep strengths as an innovator and pioneer to successfully launch new brands for the company.

Prior to taking on his new role, Mr. Cordell served as the Global Head for Focused Service and Hampton Brand Management for Hilton Worldwide, the internationally recognized preeminent hospitality company. The company develops, owns, manages or franchises more than 4,600 hotels globally. Its portfolio includes many of the world's best known and most highly regarded hotel brands. Mr. Cordell leads the focused service brand efforts, including Hilton Garden Inn, Hampton by Hilton, and the newest brand, Tru by Hilton.

Rising from general manager of a single Hampton hotel more than 30 years ago, Mr. Cordell is now responsible for all aspects of the brands including: strategy, global development, strategic brand positioning, product and service standards, marketing, public relations, brand culture, brand communications, hotel operations support, and franchise relations.

Mr. Cordell gained his franchising expertise early in his career when he helped to develop many of Hilton's franchise support systems including: the original quality assurance process, training programs, guest assistance functions and hotel field support. In his roles as Vice President of Franchise Operations and subsequently as Vice President of Hotel Performance Support, he worked across a number of Hilton's premier brands, including DoubleTree by Hilton, Embassy Suites, and Homewood Suites by Hilton. During his tenure with Hampton, he has seen the brand grow to more than 2,000 properties, becoming the largest hotel brand in the United States.

An expert in branding, franchise management and customer service, Mr. Cordell has been interviewed by The New York Times, USA Today, Entrepreneur Magazine, Harvard Business Review, Fox Business, and others; has received numerous awards and recognition for his leadership and for contributions to the hospitality industry; and is a frequent speaker and panelist on a wide variety of business and industry topics.

Please visit https://www.hilton.com/en/tempo/ for more information.

Linkedin Profile: https://www.linkedin.com/in/phil-cordell-aa741945

Mr. Cordell can be contacted at +1 703-883-5802 or phil.cordell@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.