Editorial Board   Guest Author

Mr. Tempelaere

Nico Tempelaere

EMEA Social Media Manager, The Carlson Rezidor Hotel Group

Nico Tempelaere is Belgian and speaks fluent Dutch, French, English and has a basic knowledge of German and Spanish. He lives partly in Brussels when he is not traveling abroad for his actual job. Being 39-years old he has 15 years of experience and a solid background in Marketing and Communications Management. Mr. Tempelaere started his career as a radio presenter & TV journalist. Five years later he left the media and worked for eight years as a Communication expert in several industries specializing in Travel Marketing & PR. His main customers were BCD Travel, Etihad Airways, NH Hotels, Star Alliance, CapGemini and Panasonic. He discovered social media five years ago when Mr. Tempelaere started as a Marketing Director for a travel agency. His main responsibilities were defining the strategy and execution of several off and online marketing campaigns and press relations (as spokesperson). He also created the strategy and content for the biggest and fastest growing Facebook page in the Belgian travel industry. At the beginning of 2012 Mr. Tempelaere joined The Carlson Rezidor Hotel Group as the first EMEA Social Media Manager. His main tasks are the development of a social media strategy for the 400 EMEA-hotels, to inform & convince the Hotel Managers about the importance of social media, to train the future Social Media Ambassadors during the internal Business School, to deliver social media guidelines and to support all marketing campaigns & other departments (e.g. Public Relations & HR). Mr. Tempelaere is passionate about traveling, observing people in airports and hotels, networking with his international colleagues and friends and cooking for friends and family.

Mr. Tempelaere can be contacted at 32-2-702-9262 or nico.tempelaere@carlsonrezidor.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.