Editorial Board   Guest Author

Mr. Liebman

Bruce Liebman

Co-Managing Partner, Kaufman Dolowich & Voluck LLP

Bruce S. Liebman is co-managing partner in the Ft. Lauderdale and Boca Raton offices of Kaufman Dolowich & Voluck LLP, experienced in the representation of international and domestic hospitality companies and casinos in the area of liability, collections and gaming issues.

Mr. Liebman has over 20 reported cases on jurisdictional, venue selection and forum non conveniens issues from Federal Courts across the nation. He also has more than 20 years of experience practicing in the areas of labor and employment law, representing management in hundreds of matters before federal and state agencies and in federal and state court.

Mr. Liebman has worked with dozens of EPLI, E&O, and D&O carriers in the representation of their insureds and works closely with clients to help them navigate the myriad of laws and regulations that govern the workplace, while defending them when necessary before agencies and in court. His practice includes defending medical professionals, lawyers, accountants, and insurance agents in malpractice and E&O claims. 

Mr. Liebman can be contacted at 954-302-2397 or bliebman@kdvlaw.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.