Editorial Board   

Mr. Arenas

John Arenas

Chief Executive Officer, Worktopia

A recognized authority on flexible workplace strategies and a founder of Worktopia, John Arenas brings to the innovative company more than 20 years experience in commercial real estate. For 12 years of that time, he was involved in developing and operating business centers and globally marketing work mobility products. For the past 15 years, Mr. Arenas has been involved in helping to make companies operationally automated through software development. As chairman and CEO of STRATIS Business Center, Inc., Mr. Arenas brought the company from start up in 1997 to a successful merger with Regus Business Centres (RGU: London Stock Exchange) in which first round STRATIS investors realized an eight-fold return. Prior experience also includes tenure as a commercial real estate lender for Citigroup, and project engineer for Turner Corporation. Mr. Arenas holds a B.S. degree in civil engineering from Rutgers University and a Masters degree in business administration from the University of Michigan. Worktopia, Inc. is the global leader in On-Demand Workspace procurement services with over 1,000 workspace venues in 50 countries, including short meeting space, term office space and virtual offices on demand. For more information visit www.worktopia.com

Mr. Arenas can be contacted at 914-468-0812 or john.arenas@worktopia.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.