Library Archives

 
Dianna Vaughan

This year, the All Suites brands by Hilton, comprised of Embassy Suites by Hilton, Homewood Suites by Hilton and Home2 Suites by Hilton, opened their 1,000th property, reaching a major milestone in the brands' explosive growth. Global Head and Senior Vice President of the All Suites Brands by Hilton Dianna Vaughan lends her insight on how the brands work closely with their owners to drive strong demand for the brand, leading to industry-leading growth in the U.S., Canada, Caribbean and Latin America. Read on...

Mark Ricketts

Charting a path for growth is an enviable and exciting journey for any hospitality organization. It takes a bold, yet careful blend of vision, strategy and technical expertise in a wide variety of areas, including property identification, financing, human resources and organization building, and day-to-day hotel operations. Regardless, as in all successful business endeavors, this journey ultimately depends on the relationships of trust and mutual benefit, with everyone from investors and brand partners to our staff, that we cultivate and secure along the way. Read on...

Mark Ricketts

The best leaders in hospitality understand why and how to empower their staff, assigning not just tasks but giving them the “permission” to solve issues that come up in our everyday conduct of business, internally or with guests or our professional partners. Moreover, adopting this leadership style has many valuable benefits for hospitality organizations in helping to recruit new staff, in encouraging community involvement and in growing a culture of quality and value. Another key element of leadership is in having the intent, skills and confidence to empower our staff—assigning responsibilities, but, also, giving individuals defined authority to solve issues, internally or with guests and our professional partners. Read on...

Derek Olsen

Outsourcing components of hotel operations is very much location-driven, property-specific and varies based on Ownership's investment objectives. So, while outsourcing might not be the solution for every hotel at this point in the cycle, an astute asset manager or operator should evaluate all opportunities to enhance profitability. When pursuing the employment of a third-party, performance should be closely monitored, with transparent lines of communication between owner and operator to maximize guest satisfaction. Read on...

Stephen J. Renard

A panel moderated by PwC's Scott D. Berman; Chris Cahill, CEO, Luxury Brands, AccorHotels; Steve Haggerty, Global Head of Capital Strategy, Franchising, Hyatt Hotels Corporation; Kevin J. Jacobs, EVP & CFO, Hilton; Elie Maalouf, CEO, The Americas, InterContinental Hotels Group, and Mit Shah, CEO, Noble Investment Group discussed the industry's growth potential as it related to geopolitical and economic shifts. Read on...

Lewis Fein

Hotel executives need to help their respective employees, as some of these individuals may have problems with drugs or alcohol. Creating a culture of trust is critical to assisting these men and women. Hence the need to find the right drug treatment center: A place with the credibility, resources and expertise to work with hoteliers, so employees can get the care they deserve to receive -- in a setting that exudes compassion and understanding. This approach is as indispensable as it is invaluable, because a hotel can only succeed with a strong and healthy workforce. This priority demands our attention. Read on...

Mark Heymann

Much has been discussed about managing millennials, who have brought their own set of priorities to the workplace - greater work-life balance, broadened lines of communication, flatter organizations, and expectations of social engagement. Now, as millennials are poised to step into managerial roles, they will find themselves overseeing a workforce that spans as many as five generations, from the vanguard of Gen Z to the tail end of the traditionalists. Among the challenges new millennial managers face will be gaining the trust of older workers. And the conversation is shifting from how to manage millennials to how will millennials manage? Read on...

David Lund

When heads of state come to visit your hotel they usually make a bit of a show. The Russians are no exception, they even bring their own warship, the KGB and a wad of cash! I had the pleasure of witnessing the Russian President Dmitriy Medvedev arrival in San Francisco in June of 2010. He flew in the presidential plane, meanwhile his missile cruiser Varyag sailed into San Francisco Bay to accompany his visit. Heads of state often have a ship accompany them on their state visits. Read on...

David Lund

In your hotel, you either share the financials with you leaders, the department managers or you don't. If you already share the financial statements, you know the power it unleashes with your team and the result it helps to create. If you don't share you're wondering what the management team will think about the money and how much goes to you and the owner. You naively think no one needs to know about the finances in your hotel. You think it's none of their business. You're also pretty sure the team will judge you and your results. Read on...

David Lund

Creating financial leadership in your hotel has the same fundamental realtionshift at its roots. The traditional relationship in the hotel with reports and deadlines to submit; forecasts, budgets and commentaries is to have the financial leader tell the non-financial department managers when reports, forecast, budgets and commentaries are due and to send out schedules and hound everyone every month several times about the pending deadlines. This system does not work. I know because that was my system for nearly 20 years and all it ever consistently produced was my frustration and a lack of usable content. Read on...

Arman Sadeghi

Excellent service is indispensable to a hotel's reputation and success. That fact is the one thing - perhaps the only thing - that a hotel executive can refine without great cost.For service is both an attitude and a series of actions, starting with a personal investment by management and labor to do better; to do more; to learn more; to listen more; to achieve more; to grow more; to do more of everything, for everyone, by anyone who works for a hotel. Teaching these lessons to hoteliers is a chance to give them independent analysts. It is an opportunity for them to prosper. Read on...

David Lund

As a professional coach, I have been introduced to a new leadership model at the Coaches Training Institute and in this article, I will explain the Co-Active Dimensional Leadership Modeltm and how it applies so well to hospitality. CTI developed this leadership model in addition to their Co-Activetm coaching model. Both are incredibly effective platforms for building teams and leaders that see our world as one that is being built on the efforts and creativity of everyone, not the traditional leader - servant model we sometimes cling to in hospitality. Read on...

Stephen J. Renard

The hospitality industry is repeated history! Every time an issue surfaces no one takes notice and the episode is repeated over and over like a "broken record". Renard International has been in hospitality search for almost 50 years (yes- FIFTY) and so we have experienced the recessions of the 70's,80's, & 90's, we know when a recession occurs, the last measure companies take is to hire anyone! We also have seen generations of hoteliers leave or never join our business, Why? Read on...

David Lund

When you have a team that manages the financial well being of your hotel across the dimensions of all the complex and different departments you have a developed an amazing power tool! One key crossover point is to have those department leaders and assistants know their key business indicator and apply it to their zero-based expenses and labor. The KBI power tool combines their costs with a measurable, trackable and meaningful volume number.  Read on to find out how you can create and use these in your hotel. Read on...

Pamela Barnhill

Even though independent hotels consistently make the news, the concerns of the owners and managers of independent hotels are often overlooked. Many cite consolidation, low margins, distribution, loyalty programs, rising operational expenses and technology as some of their key issues. How are independent hotels meeting these challenges? With capital flush and entrepreneurs eager to enter the new peer-to-peer economy, the rise of fresh ventures has created a breadth of innovative, stimulating options for independent hoteliers. This is an exciting time for hotel owners who are ready and willing to embrace the changing landscape. Read on...

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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.