Editorial Board   Guest Author

Mr. Reid

Lamarr Reid

Principal and Managing Director, Pierre-Yves Rochon (PYR)

Lamarr Reid directs and oversees PYR’s Chicago office, managing both international and domestic projects, and coordinating teams drawn from all PYR offices. Mr. Reid manages the project teams to ensure the successful delivery and implementation of the designs. Mr. Reid is also focused on finding new regions for expansion and project growth. Prior to joining PYR, he served as Managing Principal of the Interior Design practice for Perkins+Will Chicago, the largest office of PYR's parent company, and oversaw the hospitality practice for the firm as a whole. Mr. Reid studied architecture at Hampton Institute. His graduate studies culminated in a Master of Architecture degree from the Massachusetts Institute of Technology. Founded by Pierre-Yves Rochon in 1979, PYR is globally renowned for its award-winning luxury hospitality environments for boutique hotels and major international brands including Four Seasons, Ritz-Carlton, Waldorf Astoria, Sofitel, InterContinental, Fairmont, and The Peninsula.

Please visit www.pyr-design.com for more information.

Mr. Reid can be contacted at 312-755-4693 or lamarr.reid@pyr-design.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.