Editorial Board   Guest Author

Mr. Zuri

Erich Zuri

General Manager, Munich Marriott Hotel

Erich Zuri joined the Munich Marriott Hotel as General Manager in 2014 where he heads the upscale property in the heart of Munich featuring 348 guest rooms, 14 suites, multiple dining options, a spa & health club, and modern meeting, event and conference spaces. Mr. Zuri brings over three decades of excellence in the hospitality industry to this post in one of Germany’s most popular travel and meetings destinations. After graduating from HOSPA in Switzerland at the beginning of his professional life he built his career on both sides of the Pond, holding positions in the US and across Europe. He kicked things off in Washington DC where he served as the Food & Beverage Director at the Mayflower Hotel and then at the Madison Hotel before moving up to the General Manager spot at the State Plaza Hotel and Suites also in the US Capital city. Mr. Zuri then took the helm as the General Manager at the Renaissance Arlington Hotel in Virginia before returning to Europe in 1994 to assume the role of General Manager at the Renaissance Prague. At this property he was awarded Hotelier of the Year in the Czech Republic in 1997. From 1999 to 2006 Mr. Zuri held the office of vice president of CTF Hotels and Resorts, which includes 72 luxury hotel and resorts in North America and Europe. Following that, he joined Marriott Hotels to serve as the General Manager at the Athens Ledra Marriott Hotel, and acted as General Manager at Courtyard by Marriott Brussels.

Please visit http://www.marriott.com for more information.

Mr. Zuri can be contacted at 49-89-360-020 or erich.zuri@marriott.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.