Editorial Board   

Dr. Woods, Ph.D., CHRE, ISHC

Robert Woods, Ph.D., CHRE, ISHC

Professor, William F. Harrah College of Hotel Administration, UNLV

Robert H. Woods, Ph.D., CHRE, ISHC, is a Professor in the William F. Harrah College of Hotel Administration at the University of Nevada, Las Vegas. He is a specialist in human resources and management issues, and regularly consults with hospitality organizations and clubs on management, strategic management, service management, human resources, timeshare management, and corporate culture issues. Dr. Woods is co-author of the textbook Leadership and Management in the Hospitality Industry and of The Job Description Handbook. He has written more than 150 refereed articles and has written chapters for various books, including Ethics in Hospitality Management and Contemporary Club Management. Dr. Woods received his master's and doctoral degrees from the Hotel School at Cornell University and is a former Chair of the Hotel Management Department at UNLV. Before returning to academia, he owned and operated a successful chain of restaurants and a hospitality consulting firm.

Dr. Woods, Ph.D., CHRE, ISHC can be contacted at 702-895-3637 or robert.woods@unlv.edu

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.