Editorial Board   

Mr. Heller

Jed Heller

President, The Providence Group

Jed C. Heller is President of The Providence Group LLC, and a 30 year veteran of the hospitality management industry. Heller began his career with Winegardner and Hammons, a full service management company in Cincinnati, OH. Heller went on to successfully manage all phases of three start up business ventures involved in real estate investments, acquisitions, and hospitality management; two of these as operating partner. With his experience, unique style, and personal involvement in every management operation, he has been engaged by clients around the world. In 2005, Heller started The Providence Group LLC to offer unique hospitality and general management services to hotels, time-share resorts, and condominiums. Heller soon recognized the growing need for the professional management of small to mid-size hotels. The Providence Group LLC successfully fulfilled this need by providing positive, cost-effective, and efficient results to this market segment. His management focus is on quality, attention to detail, hands-on service, and full accountability for every employee. With a favorable industry response to his management style and business acumen, Heller made the strategic decision in early 2008, to allocate all resources and company focus to the full service management of small to mid-size hotels.

Mr. Heller can be contacted at 781-582-8785 or jcheller@providencegrp.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.