Editorial Board   

Mr. Freid

Hank Freid

CEO and Founder , Impulsive Group

Hank Freid has been a driving force within New York City's real estate community for over 30 years. As CEO and Founder of the Impulsive Group, a lifestyle hospitality company, this hotelier has built an impressive portfolio of chic and intimate properties throughout Manhattan including: the sophisticated, four-star Ameritania Hotel located in the Broadway theater district; the Moroccan-themed Marrakech Hotel nestled in the Upper West Side; and his newest acquisition, The Sanctuary Hotel situated in the heart of Times Square. An international businessman, each of Mr. Freid's hotels caters to a global audience offering a unique, cosmopolitan design and superior service and accommodations. In addition to a collection of urban retreats, the Impulsive Group owns Impulsive Charters, a fleet of luxury yachts that operate in the Mediterranean and Bahamas and Paramount Buildings, a renovation firm that specializes in residential remodeling and design.

Mr. Freid can be contacted at 212-247-2211 or hank@impulsivegroup.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.