Editorial Board   Guest Author

Mr. Piraux

Alain Piraux

Director of Food & Beverage, The Peabody Little Rock

In 2011, Alain Piraux was named the director of food and beverage for The Peabody Little Rock. His impressive resume boasts experience in the food and beverage industry from hotels in Tokyo, Japan and St. Thomas in the U.S. Virgin Islands. After receiving his degree in management and culinary arts from Ecole of Hotellerie in Paris, France, Mr. Piraux went on to serve as executive assistant manager of food and beverage at four properties of The Ritz-Carlton chain. He served on a task force for The Ritz-Carlton openings in Jamaica, Puerto Rico and China, as well as various U.S. locations. Prior to joining The Peabody family, Mr. Piraux was the executive assistant director of food and beverage at the Hilton Tysons Corner in McLean, Va. Mr. Piraux's vast experience ranges from executive chef and operation of food and beverage outlets to revenue management, sales and marketing strategies, and facilities renovations. The Peabody Little Rock is a Four-Star, Four-Diamond, Wine Spectator Award of Excellence property within the portfolio of Peabody Hotel Group. Located in the downtown River Market District, The Peabody Little Rock offers luxury accommodations, fine dining, elegant ballrooms and meeting spaces, and the world famous Peabody ducks. For more information, visit www.peabodylittlerock.com.

Mr. Piraux can be contacted at 501-906-4000 or alain.piraux@peabodylittlerock.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.