Editorial Board   Guest Author

Mr. Osiecki

Timothy E. Osiecki

President of Design & Construction, Concord Hospitality Enterprises

Timothy Osiecki and Concord CEO Mark Laport were custom home builders before Concord Hospitality was founded in 1985 with a vision of developing and managing high quality hotels to become industry leaders. Mr. Osiecki led the design team responsible for the first LEED-certified Courtyard by Marriott prototype hotel, and received Marriott’s first Icon Award for smartly creating new innovative ways to enhance brand design without additional cost. In 2012, he reprised his role as brand innovator by leading the design of the Gen IV SpringHill Suites prototype in Latrobe PA and received a "Design Excellence" award for his efforts. “LEED gave us another avenue to sustain our goal of being industry leaders by providing owners with a compelling ROI while providing an enhanced guest experience,” Mr. Osiecki says. Since Concord’s founding, Mr. Osiecki has directed the development and construction of 10,000 hotel rooms and overseen the conversion of many existing hotels to new flags. Since committing in 2009 to develop only LEED-certified hotels, his team has opened four new LEED properties, (493 rooms) and has another seven under construction and nine more in design phase. Mr. Osiecki is a longstanding member of the Design and Construction Committees for Marriott’s SpringHill Suites, Courtyard, and Fairfield Inn & Suites brands as well as Starwood’s Aloft and Element brands. He is currently working with Hyatt to develop enhanced cost effective design alternatives.

Mr. Osiecki can be contacted at 919-455-2900 or tim.osiecki@concordhotels.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.