Editorial Board   

Mr. Courtnell

Paul Courtnell

Director, Leisure & Resorts Group, Gunster LLP

Paul Courtnell Jr. is a senior partner at Gunster, Attorneys at Law with eight offices in Florida. He developed The Leisure and Resorts Group and serves as Director. The Group provides specialized legal and consulting services to the hospitality, recreational and resort development industries. Mr. Courtnell earned his undergraduate degree from Ohio State University in 1965 and his Juris Doctor degree from the University of Florida School of Law in 1973, both with honors. Mr. Courtnell joined Gunster in 1976 and concentrates in the areas of: lodging and resorts; real estate finance (representing both borrowers and lenders); commercial real estate and hospitality transactions; hotel management and franchise agreements; public finance; public/private partnerships; club structures; and timeshare. Mr. Courtnell was nationally recognized in 2010 by the leading legal directory Chambers and Partners in the area of Leisure & Hospitality. He is member of the Florida Bar, Urban Land Institute (Recreational Development Council), International Society of Hospitality Consultants (ISHC) and American Resort Development Association (ARDA). His experience with resort real estate, real estate finance and hospitality properties spans four decades. Mr. Courtnell is a featured speaker for the National Golf Foundation, the Urban Land Institute, ARDA, the Lodging Conference, and other organizations.

Mr. Courtnell can be contacted at 561-650.0517 or pcourtnell@gunster.com

Coming up in March 2019...

Human Resources: An Era of Transition

Traditionally, the human resource department administers five key areas within a hotel operation - compliance, compensation and benefits, organizational dynamics, selection and retention, and training and development. However, HR professionals are also presently involved in culture-building activities, as well as implementing new employee on-boarding practices and engagement initiatives. As a result, HR professionals have been elevated to senior leadership status, creating value and profit within their organization. Still, they continue to face some intractable issues, including a shrinking talent pool and the need to recruit top-notch employees who are empowered to provide outstanding customer service. In order to attract top-tier talent, one option is to take advantage of recruitment opportunities offered through colleges and universities, especially if they have a hospitality major. This pool of prospective employees is likely to be better educated and more enthusiastic than walk-in hires. Also, once hired, there could be additional training and development opportunities that stem from an association with a college or university. Continuing education courses, business conferences, seminars and online instruction - all can be a valuable source of employee development opportunities. In addition to meeting recruitment demands in the present, HR professionals must also be forward-thinking, anticipating the skills that will be needed in the future to meet guest expectations. One such skill that is becoming increasingly valued is “resilience”, the ability to “go with the flow” and not become overwhelmed by the disruptive influences  of change and reinvention. In an era of transition—new technologies, expanding markets, consolidation of brands and businesses, and modifications in people's values and lifestyles - the capacity to remain flexible, nimble and resilient is a valuable skill to possess. The March Hotel Business Review will examine some of the strategies that HR professionals are employing to ensure that their hotel operations continue to thrive.