Editorial Board   Guest Author

Mr. DiGuiseppe

Anthony DiGuiseppe

Principal, DiGuiseppe Architect

Anthony J. DiGuiseppe AIA RIBA is President and CEO of DiGuiseppe Architect, an International Hotel and Resort Design firm, with offices in New York and Boca Raton. He is a Registered Architect and a member of the American Institute of Architects since 1985, as well as a Chartered Member of the Royal Institute of British Architects. Mr. DiGuiseppe attended the United States Naval Academy for Naval Architecture and Analytical Management; he holds a Bachelor of Science Degree in Architectural Engineering from Pratt Institute and a Bachelor of Architecture from City College of New York. Mr. DiGuiseppe's architecture and interior design work has been published extensively in the United States, the Caribbean and Great Britain, including Hospitality Design, European Spa, American Spa, Hotel Design, Boutique Hotel Design, Interior Design and Hotel and Motel Management. He has spoken at conferences for the hospitality industry; the Lodging Conference, BITEC, HITEC, IMN and the Global Wellness Summit. He has written many articles for Hotel Business regarding trends in architecture and design. Recent hospitality projects include hotels & spas: The ESPA at the Lotte New York Palace Hotel, The Artezen Hotel in the Financial District in New York, Exhale Spa and Fitness throughout the USA, the Trump Soho featuring the first and only hammam in NYC, Gurneys' Inn Resort & Spa, The Emerson Resort & Spa, The Providence Biltmore Hotel's spa suites, and the Carvi Hotel as well as and a sustainable resort concept in Sint Maarten. DiGuiseppe has been listed amongst the Top 100 Hotel Design Firms by Hotel & Motel Management Magazine for each year since 2007.

Mr. DiGuiseppe can be contacted at 212-439-9611 or diarcht@msn.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.