Editorial Board   

Mr. Steensma

Mike Steensma

General Manager, Corrigan Logistics

Mike Steensma serves as general manager of Corrigan Logistics, a Michigan-based provider of transportation, warehousing and complete project management for businesses throughout the United States. In this role, Mr. Steensma is responsible for the overall daily performance of the Corrigan Logistics operations, including finances and personnel. He also oversees the company's full installation crews, as well as its 25 truck hauling fleet. With more than 20 years' experience in the moving storage business, Mr. Steensma started with the Corrigan Family of Companies in 1992 as a dispatcher for Corrigan Moving Systems, a full-service relocation company based in Farmington Hills, Mich. In 2010, Mr. Steensma became the general manager of Corrigan Logistics, utilizing his years of expertise and experience to educate his fellow team members throughout Corrigan's 12 branch locations on logistics operations. Mr. Steensma is a graduate of Grand Valley State University, where he earned his bachelor's degree in accounting with a minor in business management.

Mr. Steensma can be contacted at 877-670-7564 or MSteensma@corriganlogistics.com

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.