Editorial Board   Guest Author

Mr. Burton

Brent Burton

President & Founder, Burton Energy Group

A 20-year energy industry veteran, Brent Burton founded Burton Energy Group in 2001 to assist commercial businesses with their energy and water conservation needs. He started the company with a three month contract, working as the energy consultant for a large hospitality REIT. That initial contract led to subsequent opportunities with other hotel ownership and management companies responsible for portfolios in geographically diverse markets, and eventually an expansion into the retail, banking, healthcare and restaurant verticals. Mr. Burton has led the company to continuous profitability with no debt since its inception. Before forming Burton Energy Group, Mr. Burton worked as Vice President of Marketing at Retx Energy Services, an energy information application service provider specializing in distributed generation solutions. Previously, he spent three years as a Director at Enron Energy Services, and seven years as a Market Research Analyst and Project Manager at Entergy Corporation Mr. Burton obtained his MBA from Mississippi State University with a concentration in Marketing, and BS degrees in Economics and Geology.

Mr. Burton can be contacted at 678-829-4018 or bburton@burtonenergygroup.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.