Editorial Board   Guest Author

Mr. Murch

Brian Murch

Principal, DLR Group

Brian Murch is a design leader, architect, and Principal at DLR Group, a global design firm with offices across the country and internationally. Working creatively throughout most of his career, Mr. Murch has focused his design experience in the hospitality, residential, and mixed-use markets, collaborating with a variety of clients throughout the United States.

Engaging user groups to create unique and innovative design solutions, Mr. Murch focuses on design that responds to the different forces that shape every project and the infusion of the context around them. Mr. Murch's passion is in the development and design for the newest boutique and lifestyle hotels, the most recent of which includes work in the historic LoDo area of Denver, Colorado.

His experience also includes collaborations with larger flagship brands such as Marriott and Hilton, and he has worked on such notable projects as The Laylow, Marriott Autograph Collection in Honolulu, Hawaii, and the Hilton Hotel at the Iowa Events Center in Des Moines, Iowa. Drawing on his almost 20 years of experience in design, planning, and project management, Mr. Murch is adept at listening to and engaging with clients to creatively find unique solutions to craft memorable places with inspired storytelling.

As a hospitality designer, Mr. Murch looks for new ideas and ways to evolve the creative process. “My passion is for all aspects of design and the landscape of architecture in which we live and play. Inspiration comes to me in all forms as I participate in research, and innovate new and relevant ideas that fundamentally shape the places our firm creates.”

 


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

Mr. Murch can be contacted at 913-685-5654 or brianmurch@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.