Editorial Board   

Mr. Dolce

Andy Dolce

Founder, Chairman & Managing Partner, Dolce International

Andrew (Andy) J. Dolce founded Dolce International in 1981. Mr. Dolce turned the company into the world's leading conference center company in the hospitality industry, with 21 properties throughout the U.S., Canada and Europe. He also holds the distinction of being named one of the "25 Most Influential Executives" in the meetings and travel industries by both "Meeting News" and "Business Travel News" magazines. Mr. Dolce began his career in the meetings and hospitality industry while working for the American Management Association, where he managed 600 conferences a year, throughout the U.S. While there, Mr. Dolce recognized the need for both outstanding hotel facilities and a well-orchestrated meeting experience. Mr. Dolce went on to become executive vice president for Harrison Conference Services. From there he moved to Houston and was responsible for the development and operation of the Houstonian, the first integrated hotel, conference center, spa and fitness center. After the successful completion of this project, Mr. Dolce made the final and decisive move to the meetings segment of the hospitality industry and started his own company. Born in New York, Mr. Dolce studied Economics at Iona College. He earned a Master's Degree from Cornell University where he wrote and published a book on economics for the food industry. Dolce served in the U.S. Marine Corps, earning the rank of Captain. Today, Mr. Dolce is a board member and past president of the International Association of Conference Centers (IACC). He is also on the board of New York University's Center for Hospitality, Tourism and Travel Administration and serves on Iona College's Legal Board of Trustees. As the recipient of the Mel Hosansky Award, Mr. Dolce was rewarded with the association's highest honor for work in the conference center industry.

Mr. Dolce can be contacted at 201-505-5906 or andy.dolce@dolce.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.