Editorial Board   Guest Author

Mr. Ruggiero

Anders Ruggiero

President, Clefs d'Or Denmark

Anders Ruggiero is 35 years of age, based and living in Copenhagen. He has been married for 7 years and just received the biggest present of his life with his first-born child on August 14. Mr. Ruggiero has worked at two of the largest hotel properties in Copenhagen. He started his career as a Concierge more than 7 years ago, at Scandic Copenhagen, part of the Scandinavian hotel chain Scandic. There he learned the Concierge profession from some of the best concierges in Copenhagen. Last year Mr. Ruggiero started at the Tivoli Hotel & Congress Center, a part of Arp-Hansen Hotel Group, the largest hotel group in Copenhagen. The Tivoli has 400 rooms and room for more than 4000 congress guests. The hotel opened in August 2010 and links to the world famous Tivoli Gardens. At Tivoli Hotel & Congress Center Mr. Ruggiero had the challenge of opening the Concierge Desk. He has been working as Hotel Concierge and Chef Concierge for more than 7 years. Mr. Ruggiero became a member of UICH Les Clefs d'Or and became an International member in 2008. Since January 2012 he has been the President of the Danish Section. With passion, humbleness and great dedication towards his profession, Mr. Ruggiero sees possibilities in everything, not challenges.

Mr. Ruggiero can be contacted at 454-487-0000 or president@concierge.dk

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.