Editorial Board   Guest Author

Mr. Cush

Alastair Cush

Head of Global Lodging Business Development, Kaba

Alastair Cush is the Head of Global Lodging Business Development at dormakaba, a leading provider of high quality access management solutions, locks, cylinders, physical access systems, enterprise data and time recording, and hotel access systems. dormakaba provides the Saflok and ILCO brand of electronic locking solutions. Based out of dormakaba’s office in Montreal, Canada, Mr. Cush graduated with an MBA from HEC Montreal Business School. Mr. Cush has been part of the dormakaba group since 2005, holding previous management positions in Product Management and Marketing for the lodging segment. Mr. Cush acquired a strong knowledge of the lodging business, and nurtured partnerships between dormakaba and major hotel chains while positioning dormakaba as an innovation leader. It is the ambition of Mr. Cush and dormakaba to make access in life smart and secure. In a world of perpetual evolution, Mr. Cush participated in the deployment of several new technologies in the hospitality industry, including dormakaba’s Mobile Access Solutions that allow guests to enter their hotel rooms using their mobile device as an access key. Working in close collaboration with the dormakaba Engineering team and constantly focusing on improving the hotel guest experience, Mr. Cush plays an instrumental part in the development of customer driven solutions that meet requirements in terms of functionality and design. In his role as Head of Global Lodging Business Development Mr. Cush plays a crucial role in the dormakaba organization, working in close collaboration with the company’s regional organizations in Europe, the Middle-East, Africa and Asia Pacific.

Please visit www.kaba.com for more information.

Mr. Cush can be contacted at 514-735-5410 x236 or alastair.cush@kaba.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.