Editorial Board   

Mr. Lobo

Nigel Lobo

Vice President of Resort Operations, Grand Pacific Resorts

Nigel Lobo has the overall leadership of Resort Operations at Grand Pacific Resorts, including Inventory Management, Owner Services and HOA Support, as well as Resort Maintenance, Design and Purchasing and new Business Development. Mr. Lobo is responsible for building and retaining a strong management team to maintain Grand Pacific Standards of Excellence across all resorts. Mr. Lobo is a hospitality veteran and has held various senior executive positions in the hotel and resort management field. His prior responsibilities have included operational oversight managing owned assets and third party management as well as franchise operations for various hotel brands including the Intercontinental Hotels Group, Marriott, and Hilton Brands in Asia, Europe and the United States. Mr. Lobo received a Masters Degree in Hotel Administration from the Rochester Institute of Technology (RIT), NY and an undergraduate degree in Economics from the University of Bombay. He also completed e-Cornell's Leadership and Strategic Management Program from Cornell University.

Mr. Lobo can be contacted at 760-431-8500 or nlobo@gpresorts.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.