Editorial Board   Guest Author

Ms. Blickley

Marina Blickley

Litigation Associate Labor and Employment Group, Venable LLP

Marina Blickley is a litigation associate in Venable LLP's Labor and Employment group where she focuses her practice on management-side employment and labor law counseling and representation. Ms. Blickley represents employers in a variety of industries, including hospitality, government contracting, and trade and professional associations. Since joining Venable, Ms. Blickley has participated in bargaining over retiree health care pursuant to collective bargaining agreements and advising clients on other labor issues. Ms. Blickley has also worked on various employment litigation and administrative matters concerning employment discrimination, retaliation, contract disputes, restrictive covenants, misappropriation of trade secrets, computer fraud and theft, and violations of wage and hour laws. For more information, please visit http://www.venable.com/marina-b-blickley/.

Ms. Blickley can be contacted at 703-760-1927 or mbblickley@venable.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.