Editorial Board   

Mr. Catrett

Jeffrey Catrett

Dean, Kendall College Les Roches School of Hospitality Management

Jeffrey Catrett joined Kendall College as Dean of the Les Roches School of Hospitality Management and dean of the School of Business in 2006. His professional experience in hospitality and hospitality education spans 25 years and four continents - North America, Europe, Asia and Africa. After a ten-year management career in hotel operations, with companies such as Omni International and Swiss^otel, Mr. Catrett turned his attention to academics in 1989. Prior to joining Kendall College, Mr. Catrett served as dean at the Ecole h^oteli`ere de Lausanne (2000-2005) and dean of Academics at the original Les Roches Swiss Hotel Association School of Hotel Management (1992-1995), in Bluche, Switzerland. He is a frequent speaker and consultant, both nationally and internationally, on curriculum development, hospitality trends, hospitality information technology and strategic management. Mr. Catrett holds a Bachelor of Arts degree from Middlebury College and a Master of Management in Hospitality from the Cornell University School of Hotel Administration. He has published articles in several major hospitality texts and journals including the Cornell Hotel and Restaurant Administration Quarterly and the Surrey Quarterly. Mr. Catrett is also a member of the Cornell Hotel Society and the International Council of on Hotel, Restaurant and Institutional Education Association (ICHRIE).

Mr. Catrett can be contacted at 312-752-2418 or jcatrett@kendall.edu

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.