Editorial Board   

Mr. Hefler

Lawrence Hefler

Principal, Hefler International

Lawrence Hefler, principal of Hefler International and founder of BrandShares, is an accomplished marketer, whose vision and expertise in consumer marketing have driven results in the travel, leisure, and hospitality sectors. His depth of experience and understanding of shared and fractional ownership, residence clubs, and the evolving leisure real estate industry are the driving force behind BrandShares. The Hefler expertise in branding and marketing helps companies find, understand, keep, and grow customers - thereby building the value of their brand share. His mantra is that more than marketing, branding and sales training are critical in to compete in the marketplace. Mr. Hefler is the former Vice President, Brand Marketing at Hilton Grand Vacations Company. At Hilton, he led global advertising, branding, marketing, e Business and strategic alliances. Before his five years at Hilton, he was senior manager at Walt Disney where he led the transformation of Disney Vacation Development and other Parks and Resorts niche business units into e-business organizations. Prior to entering the hospitality industry, he held senior marketing management roles with Fortune 500 brands including American Express, BellSouth, and Boise Cascade.

Mr. Hefler can be contacted at 407-644-7840 or hefler@cfl.rr.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.