Editorial Board   

Mr. Schuurman

Darrell Schuurman

Co-Founder, Canadian Gay & Lesbian Chamber of Commerce

Darrell Schuurman is the co-founder of Travel Gay Canada, working towards improving economic opportunities for members through research, product development, and the promotion of Canada as an LGBT travel destination. Mr. Schuurman is also the co-founder of the Canadian Gay & Lesbian Chamber of Commerce. Mr. Schuurman has over 20 years experience in tourism, working in the accommodation, transportation, tourism services, and travel trade sectors of the industry. Mr. Schuurman is currently the Managing Partner at DNA Marketing Group, a specialized marketing company offering a full-range of services for the tourism industry. Prior, Mr. Schuurman spent 6 years with VIA Rail Canada as Manager of Market Development and 5 years with the Canadian Tourism Human Resource Council as Director of Sales & Marketing. Mr. Schuurman completed his Bachelor of Commerce Degree concentrating in Tourism at the University of Calgary, and completed his Executive MBA from Richard Ivey School of Business, Western University.

Mr. Schuurman can be contacted at 416-761-5151 or darrell@cglcc.ca

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.