Editorial Board   Guest Author

Mr. Barker

Ned Barker

President, Grill Ventures Consulting, Inc.

Ned Barker is a hotel industry veteran and principal of Grill Ventures International. In a former role as Vice President of F&B Franchise Services for InterContinental Hotels Group (IHG), Mr. Barker worked with both hotels and third-party restaurants to create win-win partnerships. Specializing in F&B solutions, Grill Ventures works with both hotel and restaurant companies. Grill Venture’s work includes concept development, strategy, operations / marketing review & analysis, and special one-off project assignments. Mr. Barker is a noted speaker who delights at sharing his expertise at hospitality and hotel management conferences. He is a frequent contributor to food and beverage publications such as In The Mix Magazine and Hotel F&B Magazine. Mr. Barker serves on the board of the Global Soap Project (www.GlobalSoap.org) which recycles discarded hotel bar soap into new bars that are shipped to vulnerable populations around the world. He is a graduate of the University of Michigan, and serves on the American Hotel & Lodging Association’s (AH&LA) F&B Council.

Mr. Barker can be contacted at 404-547-1900 or Ned@Grillvi.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.