Editorial Board   Guest Author

Mr. Kmiec

Jeff Kmiec

President & Managing Director, The Greenbrier

Jeff Kmiec joined The Greenbrier in August 2009 as vice president of sales and marketing and was quickly promoted to vice president and managing director by resort owner Jim Justice. In 2010, Mr. Kmiec led the resort’s team through events such as the grand opening of the Casino Club and the inaugural Greenbrier Classic. Also under his leadership, The Greenbrier’s social and group bookings have set all-time records and continue to grow. Mr. Justice promoted Mr. Kmiec to president and managing director in January 2011. A resident of White Sulphur Springs, West Virginia, Mr. Kmiec is active in numerous industry associations. A member of the board of directors for the West Virginia Hospitality & Travel Association, he is also the Lodging Division President and AHLA Board Representative. He is also on the board of directors for the Greenbrier County Airport Authority and Greenbrier County Convention and Visitors Bureau. Prior to The Greenbrier, Mr. Kmiec was the resort director of sales and marketing for Sawgrass Golf Resort & Spa where he was responsible for the redevelopment, repositioning and implementation of the sales, marketing and public relations efforts. A hospitality sales and marketing veteran, Mr. Kmiec has also served as vice president of sales and marketing for Nemacolin Woodlands Resort as well as its parent company, 84 Lumber. Mr. Kmiec’s leadership of the group sales efforts at both Sawgrass and Nemacolin resulted in resort sales records. Sawgrass and Nemacolin also provided him with extensive experience with PGA TOUR events, particularly the 84 Lumber Classic, and have been integral in his leadership of The Greenbrier Classic, a PGA TOUR, FedExCup event.

Mr. Kmiec can be contacted at 304-536-7857 or jeff_kmiec@greenbrier.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.