Editorial Board   Guest Author

Mr. Wilms

Ed Wilms

Principal, DLR Group

Ed Wilms is DLR Group’s National Hospitality Design Leader. In this role he is a frequent traveler, which he parlays into research for his next hotel design. This opportunity to be the end user has helped Mr. Wilms shape his definition of the definitive guest experience. Mr. Wilms is instrumental in DLR Group's ongoing design for expansion and renovations at the Mall of America including the award-winning JW Marriott Minneapolis. He works closely with flagship brands such as Marriott, Hilton, Hyatt, Starwood and his projects include the Canopy by Hilton Minneapolis Mill District, AC Hotel Gainesville, Austin DoubleTree by Hilton, AC Hotel Grand Rapids, The Elizabeth, Marriott Autograph, and the AC Hotel San Francisco. Mr. Wilms’s passion and focus to deliver the best guest experience has led him to be successful in developing numerous world-class memorable experiences to owners, developers, brands and guests to bring new hospitality venues to communities across the country. He draws on his 25 years of experience in design, planning, and project management to provide leadership on a wide range of complex large scale hotel projects. He understands the importance of engaging stakeholders in a highly collaborative design process to produce spaces that enhance the guest experience and build brand loyalty. His strong leadership and guidance creates an open and effective project team to accomplish the clients’ vision. "I love that my job is different every day. Each day brings a new design problem and I love being able to work it out with the most talented group of professionals at DLR Group."

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

Mr. Wilms can be contacted at 612-977-3567 or ewilms@dlrgroup.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.