Editorial Board   

Mr. Boles

Jesse Boles

Executive Director of Operations, FreemanGroup

Jesse Boles joined FreemanGroup in 2007, and assumed the role of Executive Director of Operations in November 2008. He is currently responsible for FreemanGroup's training and measurement divisions, heading projects in conjunction with some of the hospitality industry's leading service providers. Mr. Boles has worked with leadership teams to develop brand service cultures at both existing and new properties for Las Vegas casinos and luxury hotels. He has been integral in the set up and execution of brand-specific measurement programs for Wyndham Hotel Group, Hard Rock International, Delaware North Companies, and MGM Resorts International. Mr. Boles has a passion for opening new properties, and has had the privilege of consulting during the openings of Hard Rock Hotel San Diego, MGM Grand Detroit, Aria Resort & Casino, CityCenter, and the historic Mauna Kea Beach Hotel on the Big Island of Hawaii, among others. He has also helped develop and lead customer service training initiatives for existing client properties for Destination Hotels and Resorts, Windsor Court Hotel New Orleans, and The Mirage Resort & Casino. In 2010, Mr. Boles initiated two of the largest and most complex training and measurement projects undertaken by FreemanGroup. In May 2010, FreemanGroup kicked off a nationwide service training initiative for Trinidad and Tobago, a country of 1.4 million people. The ongoing project targets providers in all areas of the tourism industry, including those in the immigrations, customs, taxi, hotel, restaurant, retail, and other sectors. In June 2010, work began on the development and implementation of an airport-wide service initiative at Hartsfield-Jackson Atlanta International Airport, the world's busiest air traffic center. Mr. Boles's profound interest in the ways organizations and groups function has led him to explore a wide array of fields, including behavioral economics, cognitive science, leadership, and motivation. Raised in Wisconsin, he is a product of the University of Wisconsin at Madison and steadfast fan of all things Bucky Badger.

Mr. Boles can be contacted at 972-479-1345 or jboles@freemangroup.org

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.