Editorial Board   Guest Author

Mr. Cossey

Nigel Cossey

General Manager, Courtyard by Marriott Dallas Allen at the John Q. Hammons Center

Nigel Cossey serves as general manager at the Courtyard by Marriott Dallas Allen at the John Q. Hammons Center, which is located in a thriving suburb north of Dallas. Mr. Cossey oversees the daily operations of this newly renovated Texas hotel, which sports the largest meeting space in Allen and is recipient of the 2017 TripAdvisor Certificate of Excellence designation. He has more than 20 years of hospitality experience, with a specialization in food and beverage operations.

Springfield, Missouri-based John Q. Hammons Hotels & Resorts (JQH) owns and operates the 228-room/suite Courtyard Dallas Allen property under license from Marriott International, Inc. or one of its affiliates. JQH is a leading private, independent owner and manager of hotels in the United States and also operates more than 1 million square feet of superb meeting space. Mr. Cossey’s career with JQH also includes serving as assistant general manager at the company’s 283-suite Embassy Suites by Hilton San Marcos Hotel, Conference Center & Spa in San Marcos, Texas, which features 65,000 square feet of meeting function space. Under Mr. Cossey’s strategic leadership, the hotel was recognized for outstanding profitability performance.

Prior to joining JQH in 2015, he was director of food and beverage at the 405-room Myrtle Beach Marriott Resort & Spa at Grand Dunes in Myrtle Beach, South Carolina. Mr. Cossey is a member of the American Hotel & Lodging Association (AH&LA). He is active in the local lodging community, including participating on boards for The Hotel Association (THA) and the Allen/Fairview Hotel Association.

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

Mr. Cossey can be contacted at 214-383-1151 or nigel.cossey@marriott.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.