Editorial Board   Guest Author

Ms. Forrest

Deborah Forrest

President, ForrestPerkins

An internationally-recognized leader in luxury hospitality design, Deborah Forrest, FASID, ISHC, leads the highly creative and technically accomplished team of professional designers, architects, and administrators who comprise ForrestPerkins, a distinct design studio of Perkins Eastman. Ms. Forrest has been an industry leader in hospitality design throughout her career, which spans more than 35 years. From work early in her career on such acclaimed hotels as The Empress Hotel in Victoria, British Columbia for Canadian Pacific Hotels and Resorts, now Fairmont Hotels and Resorts, she began focusing on landmark and luxury hotels. More recently, Hilton selected Ms. Forrest to create the design story and branding guide for its Waldorf Astoria brand. With her design agility, she is equally as comfortable designing contemporary properties as classic and has led the firm in many successful modern hotel, multi-residential, and high-end single family projects. In 1986, Ms. Forrest established Deborah Lloyd Forrest Associates. As she built a portfolio of exceptional projects, she became recognized for her extraordinary color sense and interpretation of timeless luxury for discerning hospitality clients. She built her firm’s reputation for lasting design and detail supported by thorough documentation and a rigorous attention to clients’ budgetary goals and schedules. In 1998, Ms. Forrest co-founded ForrestPerkins as a dynamic design practice dedicated to providing exceptional, fully-integrated design services to the owners and operators of luxury hotels and resorts. Ms. Forrest served on the board of directors of the American Society of Interior Designers (ASID) and on the Board of Trustees of the ASID Foundation. In 2000, the ASID elected her a Fellow of the society. In 2004, ASID designated her as Designer of Distinction for the outstanding contribution her work has made to the profession of Interior Design. Also in 2004, *Hospitality Design Magazine* elected Ms. Forrest to its prestigious Platinum Circle to honor her design leadership. On January 1, 2016, ForrestPerkins joined forces with Perkins Eastman, one of the top design and architecture firms in the world with almost 1,000 employees in 15 locations around the globe.

Ms. Forrest can be contacted at 214-953-2210 or dforrest@forrestperkins.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.