Editorial Board   Guest Author

Mr. Engel

Tom Engel

Principal, T.R. ENGEL Group

Tom Engel is principal of T.R. ENGEL Group, a hospitality and real estate advisory specializing in transaction services and project and asset management for hotels, convention centers, and mixed-use commercial real estate. As investment advisors, T.R. Engel provides due diligence and buyer and seller know-how for the sale of hotels in North America, Europe and the Middle East. With offices in the U.S. and Qatar, TRE works with a diverse cross-section of investors including government entities, private equity real estate firms, real estate investment trusts and high net-worth family companies. Mr. Engel brings years of experience in hotel brand management and commercial real estate as well as successful leadership in prior work to his role as President of T.R. Engel Group. Mr. Engel began his career upon graduation from the University of St. Thomas and receiving a Masters Degree from Northwestern University. He focused his career in brand management at Unilever and Revlon, Inc. in New York City. He later co-founded three lodging brands across varying hospitality segments — Embassy Suites, Crowne Plaza Hotels and Resorts, and Hawthorn Suites by Wyndham Hotels. Mr. Engel later spent eight years as Executive Vice President at Equitable Real Estate Investment Management Inc. (Equitable/AXA), where he founded and managed its Global Lodging and Leisure group. Mr. Engel is Chairman of the Advisory Board of Boston University’s School of Hospitality Administration, is an adjunct professor, and a member of the American Hotel and Lodging Association Investment and Management Committee.

Please visit https://www.trengelgroup.com for more information.

Mr. Engel can be contacted at 617-451-1701 or thomasengel@trengelgroup.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.