Editorial Board   Guest Author

Mr. Birmele

Henri Birmele

Managing Director, Hotel Shangrila Santa Monica

Henri Birmele, Managing Director, Hotel Shangrila, Santa Monica, CA has more than 25 years experience in every aspect of the hospitality industry. During his long career, he has worked in a variety of key positions all the while growing his knowledge and skills. He has moved through such assignments as a Director of Operations, Director of Food and Beverage, Hotel Manager, Vice President of Hospitality, General Manager to his current position as Managing Director. Before coming to Hotel Shangrila in 2010, Mr. Birmele's high profile career included executive positions at Shutters on the Beach, Santa Monica, CA.; Sheraton Universal, Universal City, CA.; Viceroy Hotel, Santa Monica, CA.; St. Regis, Washington, DC and Los Angeles, CA; and Turnberry Isle Resort and Spa, Miami, Fl. 
 A graduate of the prestigious Hotel School Lausanne in Switzerland, Mr. Birmele also has a degree in Global Business from the Benedict Business School in Zurich. During his career, he has had oversight for opening three new hotel properties as well as three hotel renovations. In his executive roles and within the industry, he is known for his project planning and management skills; human resources, team-building, staff retention and motivational skills; and cost cutting and profit building initiatives. A visible, hands-on manager, he is a staunch advocate for building strong relationships with all key constituent groups—everyone from guests, staff, owners/partners to community leaders, civic officials and vendors. His real-world approach to problem solving and his wealth of experience has allowed him to meet the challenges in the fast-paced and ever-changing hotel and hospitality industry.

Mr. Birmele can be contacted at 310-394-2791 or henri@shangrila-hotel.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.