Editorial Board   Guest Author

Mr. Acar

Omer Acar

General Manager, Le Royal Monceau, Raffles Paris

Ömer Acar is the General Manager of the Le Royal Monceau - Raffles Paris, one of the city’s pre-eminent luxury hotels. Under his stewardship, the next-generation palace has achieved recognition for its guest service levels, receiving the official 5-star rating in 2012, and a Michelin Star for each of its two restaurants in 2013. It also garnered prominent awards and accolades, such as ‘Best New Hotel 2012’ by Tatler Magazine, ‘Best Hotel Ambiance and Design 2012’ by Condé Nast Traveler Magazine and ‘Best Spa in the World 2012’ at the Virtuoso Awards. Mr. Acar has over 17 years experience in the luxury hospitality industry. Before joining Le Royal Monceau - Raffles Paris, he was General Manager at The Ritz, Paris for 5 years. Before joining the team at The Ritz, he was Director of Catering for Harrods Holding Group in London and, prior to that, at the Four Seasons Hotel Group in Egypt, Beverly Hills and Hawaii. Mr. Acar is married with two children. He studied at Hawaii Pacific University; Honolulu where he gained a BA honours degree in Science and Business Administration. Current board memberships include The Quality Committee for The Leading Hotels of the World and the Advisory Board for HIM - Swiss Education Group.

Mr. Acar can be contacted at 33-1-42-99-8800 or paris@raffles.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.