Editorial Board   Guest Author

Mr. Tall

Michael Tall

President & Chief Operating Officer, Charlestowne Hotels

Michael Tall joined Charlestowne Hotels in 2004 to provide guidance in marketing, e-commerce and revenue management initiatives. Since becoming co-owner of the company in 2008, he has made it a priority to recruit and hire the industry’s top talent and to expand the company’s client base. Under his leadership, Charlestowne Hotels’ portfolio has doubled in size twice, with many hotels under the brand’s umbrella receiving prestigious industry accolades including Travel + Leisure‘s Number 2 Hotel on the “Top 100 Hotels In the World” list and Number 1 and Number 15 on the Top 15 Hotels “Best City Hotels In the Continental United States” list, Condé Nast Traveler’s “Gold List” and “Top 100 Hotels in the World,” TripAdvisor’s Number 1 and Number 2 Luxury Hotel in the United States list, Smith Travel Research’s “Best Performing Hotel in the US,” as well as other national media and travel industry honors. Previously, Mr. Tall worked for Rock Resorts (a subsidiary of Vail Resorts) as a corporate analyst as well as the director of revenue for the former Ritz Carlton Rancho Mirage. He has also worked with companies such as The Savoy Group, Kiawah Island Resorts, and Xerox. Mr. Tall has a Bachelor of Science degree in Marketing from the University of North Carolina at Wilmington and received his Master’s Degree in Hotel Management from Cornell University School of Hotel Administration. Mr. Tall sits on the Board of Governors and serves as Travel Council Chair for the Charleston Visitor’s Bureau. He has been a guest lecturer at several universities and a speaker and panelist at many hotel industry events including The Hunter Investment Conference, various BLLA conferences, The Lodging Conference, The STR Data Conference, and more.

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

Mr. Tall can be contacted at 843-972-1400 or info@charlestownehotels.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.