Editorial Board   Guest Author

Mr. Cohan

Andrew Cohan

Director, HVS Florida

Andrew Cohan, MAI, is a Director at HVS’s offices in Florida, and is a seasoned hospitality professional with extensive real estate, marketing and account management skills in North America and Latin America. He is a subject matter expert in health and wellness resort properties and has performed more than two dozen feasibility studies for planned resorts on Costa Rica’s Pacific coast. Mr. Cohan has consulted for leading branded management companies such as Canyon Ranch, Six Senses, Montage, Solage and Bulgari. He especially enjoys working on greenfield projects, teaming with land planners to determine the optimal resort configuration in order to fit market demand with destination and site attributes. As health and wellness have moved from the margins of the industry to become important components of mainstream hospitality projects, Mr. Cohan's expertise has been in demand to conduct an increasing number of assignments for proposed resort properties, particularly as the industry recovery continues to strengthen in Central America, the Caribbean, Mexico and the “sunbelt states” here in the United States. Mr. Cohan holds the MAI designation with the Appraisal Institute, and also holds Certified General Real Estate Appraiser and Real Estate Broker Associate licenses in the State of Florida. He has a Masters degree in Business Administration (M.B.A.) from University of Pittsburgh, and a Masters in Hospitality Management from Florida International University, in addition to a Bachelor of Arts in Economics from Tulane University.

Mr. Cohan can be contacted at 305-378-0404 ext. 1013 or acohan@hvs.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.