Editorial Board   Guest Author

Dr. Vanderbroeck

Paul Vanderbroeck

Chartered FCIPD CC, Leadership Expert, PVDB Consulting; Faculty Member Glion Online

Dr. Paul Vanderbroeck develops leaders through executive coaching, workshops, and assessments. He works with teams and organizations to improve their collaboration and performance. Dr. Vanderbroeck has a particular interest in how leaders and organizations interact most effectively. In other words, he wants to help leaders get the results they want. In his coaching practice Dr. Vanderbroeck specializes in Career Transitions, Intercultural Integration, making Female Executives successful, Performance Management, and Change. As a consultant and facilitator he is an expert in Effective Teamwork, Change Management, and Talent Management. Dr. Vanderbroeck believes in the importance of starting with a solid diagnosis, whether working with individuals, teams or organizations. Rather than a one-size-fits-all, he chooses from a portfolio of diagnostic instruments. Equally important are clear and ambitious objectives. Other than that, he is able to adapt his style to the needs of the situation and the individual he is working with. He thrives on the success of the people he accompanies. Dr. Vanderbroeck's clients are multinational organizations in all sectors, notably Financial Services, Pharmaceuticals, Professional Services, and FMCG. He is a career coach for the Global Leadership Fellows at the World Economic Forum and a Leadership Coach at IMD International. He teaches Leadership in the Executive Education programs of the HEC business schools in Geneva and Lausanne and is HRM faculty for Glion Institute of Higher Education MBA programs. Dr. Vanderbroeck is one of the authors of Leading in the Top Team (Cambridge 2008), edited by IMD Professor Preston Bottger. He has published in Harvard Business Review, Sloan Management Review, McKinsey Quarterly, Journal of Management Development, and International Journal of Mentoring and Coaching. Dr. Vanderbroeck holds a BA, MA and PhD in History from the Catholic University of Nijmegen (NL) and is a Chartered Fellow of the Chartered Institute of Personnel and Development (UK). A certified Kenexa, MRG, SHL, PDI, MLQ, BCI, and Linkage International coach, he is qualified in numerous psychometric tests, assessment, selection and 360° feedback processes. He has been trained in consulting to groups at the Tavistock Institute. He keeps his skills up to date through monthly supervision. Previously Dr. Vanderbroeck has held senior level positions in HR and Talent Management in Royal/Dutch Shell, General Motors, Georg Fisher and UBS. Paul's working languages are English, French, German and Dutch. Apart from the Netherlands, he has worked and lived in the US, France, Germany and Switzerland.

Dr. Vanderbroeck can be contacted at paul.vanderbroeck@faculty.gliononline.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.