Editorial Board   Guest Author

Mr. Greenbaum

Jonathan Greenbaum

Partner, Nixon Peabody

Jonathan W. Greenbaum is a partner of Nixon Peabody LLP's Labor and Employee Benefits Practice Group. Mr. Greenbaum focuses on labor-management relations on behalf of management and in the defense of employers in employment-related litigation in state and federal courts, including discrimination claims, wrongful discharge, breach of employment contract claims and claims for employee benefits. Mr. Greenbaum also has an active practice in alternative dispute resolution. He frequently represents employers and management in collective bargaining negotiations and in proceedings before the National Labor Relations Boards and in arbitration hearings. Mr. Greenbaum advises employers on preventive employment policies and represents employers in investigations conducted by federal, state, and local administrative agencies. Prior to joining the firm, Mr. Greenbaum was a founding partner with a Washington, DC, law firm that exclusively represented employers and management in the fields of labor, employment, business immigration, benefits, and related litigation.

Mr. Greenbaum can be contacted at 202-585-8326 or jgreenbaum@nixonpeabody.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.