Editorial Board   Guest Author

Mr. Schanfarber

EJ Schanfarber

President & Chief Executive Officer, Alliance Hospitality

As President and Chief Executive Officer of Alliance Hospitality, EJ Schanfarber is directly responsible for day-to-day supervision of Alliance Hospitality’s third-party hotel management assignments. Additionally, Mr. Schanfarber directs Alliance Hospitality’s executive staff, including in the areas of financing, revenue management, human resources and corporate sales. Mr. Schanfarber works closely with Alliance Hospitality Chairman Rolf Tweeten in the areas of strategic growth planning, brand relationships, acquisitions and investor relations. Working with Tweeten, Mr. Schanfarber has helped forge Alliance Hospitality’s operating philosophy of managing hospitality assets “from the perspective of ownership,” aligning with their strategic goals and objectives. With more than thirty years of experience in the hospitality industry, Mr. Schanfarber is known for his management and people skills, as well as his keen understanding of market segments, operations in resort-driven locales and consumer trends. Mr. Schanfarber has excellent experience working with all classes of lodging property types, including select service, full service, and destination resorts with a focus on luxury and lifestyle assets. In these assignments, Mr. Schanfarber has worked with all major hotel brands, including Marriott, Hilton, IHG, Starwood, Choice, Wyndham, and Carlson Hotels & Resorts. Mr. Schanfarber’s development experience includes award winning ground-up projects in the Caribbean. Mr. Schanfarber is also respected as an industry leader in the areas of sustainable development and eco-friendly operating initiatives. A native of Cleveland, Ohio, Mr. Schanfarber began his career in the hotel industry with Hyatt Hotels & Resorts in 1981. He has also served as Executive Officer for Divi Resorts Group, a premier developer and operator of destination resorts in the Caribbean and has held senior management positions with Remington Hotels, Extended Stay America, Omni Hotels & Resorts, and Durango Mountain Resort.

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

Mr. Schanfarber can be contacted at 919-791-1801 or ejschanfarber@alliancehospitality.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.