Editorial Board   

Mr. Renard

Stephen J. Renard

President, Renard International Hospitality Search Consultants

Stephen J. Renard was born in Toronto and attended the University of St. Michael’s College in the University of Toronto graduating in 1970 with a Business Degree. For the past 45 years, he has been the founder and President of Renard International Hospitality Search Consultants, which is the Leading Executive Recruitment Firm serving the Hospitality Industry worldwide. This year Renard International celebrates its 45th anniversary and in 2014, we completed management searches in over 30 countries internationally. Just as recent as in December 2014, Mr. Renard completed the most challenging placements in Mongolia and Nepal and is proud to say that, “we have now placed at least one individual in every country in the world”! This is unique since many of the countries that he has done business with, did not exist when Renard International first opened for business in 1970. Each and every year, Mr. Renard travels to over 30 countries meeting with clients and candidate’s everywhere. Not to mention the importance of staying well-informed on current trends and practices. He is a hospitality specialist who is recognized as the benchmark of recruitment companies. What you may not know about Mr. Renard is that he is an avid collector of antiques and his hobby is numismatics and he has a large collection of old coins. He also enjoys playing squash regularly and his preseason so far has been intense. With the wonderful support of his wife, Jacqueline and two children, Lisa and Paul, who are following their father’s footsteps, I know that Mr. Renard is someone that you can trust and who will go the extra mile to ensure your success.

Mr. Renard can be contacted at 416-364-8325, ext. 228 or steve@renardinternational.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.