Editorial Board   Guest Author

Mr. Heroian

Menze Heroian

Vice President, Tishman Hotels & Realty

Menze Heroian is the Vice President of Tishman Hotels & Realty, a company headquartered in New york and comprised of a diversified staff of experienced real estate, financial and hotel management specialists, and complemented by a technical staff of architects, engineers and construction management professionals. THR typically manages all components of its projects, from feasibility, design, budgeting, financing and development management to ongoing property and asset management. Mr. Heroian began his career with Westin Hotels in 1983 opening three consecutive hotels to include The Westin Copley Place, The Westin Maui and the Walt Disney World Swan, all in food and beverage operations before departing to Las Vegas taking on the position of Director of Food and Beverage at the legendary Caesars Palace. In 1998 he moved back to Orlando as the Director of Catering for the 1200 room Dolphin Hotel located in the heart of Walt Disney World. Starwood Hotels and Resorts acquired the Sheraton brand and Mr. Heroian became the Director of Catering for the Swan and Dolphin, two hotels with accumulated meeting space of over 350,000 sq. ft. Shortly thereafter he was promoted to Director of Food and Beverage responsible for the entire food and beverage operation which included Catering, Banquets and 17 outlets. In 2004 he joined the Tishman Hotel Group in his current posiiton. Mr. Heroian currently resides in Orlando, Florida

Mr. Heroian can be contacted at 212-399-3617 or mheroian@tishman.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.

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