Editorial Board   Guest Author

Mr. Rahe

Eric Rahe

Principal, BLT Architects

Eric M. Rahe is a principal and member of the executive leadership team at BLT Architects. Eric’s thirty years of practice span the hospitality, residential, retail, commercial office, and educational sectors with a special focus on large-scale hospitality and resort projects. Mr. Rahe has led projects at more than 17 hotels, ranging from limited service hotels to large-scale, multi-billion dollar resorts. Notable projects include The Marriott Center City Philadelphia, Lowes Philadelphia, Echelon Resort in Las Vegas, The Water Club and Borgata in Atlantic City, and Revel Resort in Atlantic City. Revel is a 6.3 million square foot beachfront destination in Atlantic City, New Jersey featuring 1,898 guest rooms, numerous culinary and lifestyle experiences and 150,000 square feet of gaming space. Having developed a strong interest in how the design process influences the success of each project and a passion for clarity in design and communication, Mr. Rahe has built a reputation for his analytical approach to understanding his clients’ needs and managing large and diverse teams. Influenced by a history of extensive collaboration between the design and construction teams in his work, he is guiding the firm’s process and technology initiatives in support of industry trends towards integrated project delivery. Mr. Rahe is also an avid proponent for the sustainability of environmental, capital, and human resources, an outlook shaped by his undergraduate studies in environmental design and reinforced during recent certification as a LEED AP. He earned his Bachelor of Environmental Design/Architecture from Miami University.

Mr. Rahe can be contacted at 215-563-3900 or hmt@blta.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.