Editorial Board   Guest Author

Mr. Beazley

John Beazley

Managing Director of Hospitality, Trigild

A Certified Hotel Administrator since 1988, John B. Beazley has more than 30 years of hospitality and restaurant management experience. As Trigild's managing director of hospitality, he oversees the operations of hotels, restaurants and other types of enterprise businesses, working closely with the corporate office personnel and all on-site managers - overseeing operations, franchising, new development, sales and marketing, construction, human resources and concept analysis and acquisitions. In this capacity, he also leads Trigild's field based operations team, strategically based throughout the United States. Prior to joining Trigild, Mr. Beazley was executive vice president of Pacifica Hotel Company -- a position he held for 16 years - successfully leading the repositioning and management of their 30-hotel and restaurant portfolio, building value and solid investor returns. During his tenure with the Santa Barbara, Calif.-based company, he also directed a series of multi-million dollar hotel renovations, as well as helped significantly expand the company. When Mr. Beazley joined Pacifica, the company had five hotels, and it had expanded to 23 properties, ranging from 35 to 460 rooms, by the time he left. Mr. Beazley is familiar with Trigild and its approach, having worked for the full service real estate services company for six years in the late 80s and early 90s as vice president of operations. Additionally, he gained a solid, hands-on knowledge of successful hotel and restaurant operations as a hotel general manager, and worked for eight years with Stouffer Hotel Corporation in positions including director of food and beverage, restaurant manager and hotel general manager for properties across the country. Over the years, he has worked with brands that include Best Western, Hampton Inn, Hilton Garden Inn, Holiday Inn, Radisson and Choice Hotels. Mr. Beazley received his Bachelor of Science in Hotel and Restaurant Management from the University of Wisconsin.

Mr. Beazley can be contacted at 858-242-1222 or john.beazley@trigild.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.