Editorial Board   Guest Author

Mr. Loor

Charlie Loor

Chief Concierge, Hotel Chandler

Charlie Loor is the Chief Concierge at Hotel Chandler in Manhattan's Flatiron District. Born and raised in New York City, Mr. Loor graduated from John Jay College with an Associate Degree in Criminal Justice, but quickly decided to pursue a career in hospitality. He began his hospitality career with City Experts in Manhattan. While working for City Experts, he served several Manhattan hotels and quickly made a name for himself with in the industry. Mr. Loor has spent much time scouring the city for interesting things to do and see to recommend to guests. He worked as a concierge at the DoubleTree Times Square and The Paramount. While serving these properties, he built key relationships with New York’s hottest spots. Mr. Loor has been in his current role at Hotel Chandler since 2012. Mr. Loor is a member of the New York City Association of Hotel Concierges. In his free time, he enjoys cycling (Loor was on the U.S. Cycling National Team from 1998-1999, raced for a European Division 1 team from 1997 - 2001), boxing, and spending time with his young son.

Mr. Loor can be contacted at 646-218-4409 or concierge@hotelchandler.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.