Editorial Board   Guest Author

Mr. Minett

Dean Minett

Founder/Director, Minett Consulting

Dean Minett has been a part of the Australian hotel landscape for nearly 40 years when he first started as a teenager at Melbourne's prestigious Southern Cross Hotel.

After a rapid rise in the hotel Mr. Minett became the youngest ever GM of a five star hotel in Australia, opening the Southern Cross Sydney. Since that time Mr. Minett has managed, led or consulted to hotels, restaurants, resorts and casinos throughout Australia including many years as Country General Manager, Australia, for the world's largest owner/operator of serviced apartments.

Mr. Minett's experience gives him an unparalleled perspective in the industry, with a range and depth not seen elsewhere. Since 2012, this experience has been utilized by owners, developers, managers and investors who have all drawn on his expertise to develop, manage or improve their properties, whether hotels, casinos, resorts, or serviced apartments. Mr. Minett now supports clients at every stage of hotel development, from site assessment and property design through to operator selection and ongoing asset management.

Mr. Minett is a graduate of the Australian Institute of Company Directors and in addition to his commercial work has served on numerous boards and committees including William Angliss Institute, Victoria University, Australian Hotels Association and the Hotel Motel and Accommodation Association. Mr. Minett has judged for both state and national awards and was recognized as a Legend of Tourism by Tourism Training Australia. He is the co-author of two best-selling industry texts and is a regular blogger/author and a proud husband, father and grandfather.

 


Please visit http://www.minettconsulting.com.au for more information.

Mr. Minett can be contacted at 614-030-52090 or dean@minettconsulting.com.au

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.