Editorial Board   Guest Author

Mr. Schmits

Jerry Schmits

Director, KLH Energy Solutions

Jerry Schmits is Director of KLH Energy Solutions, and leads strategy for revenue growth, client expansion, and product marketing. A career energy and environmental management professional, Schmits has worked hand-in-hand with a broad range of energy and utility management consulting organizations, with specific expertise in emerging and startup ventures. Previously Mr. Schmits worked for national commercial real estate services company CBRE Group, Inc., where he managed business development activities for the global energy services group in several regions across North America. Prior to joining CBRE, Mr. Schmits was Director of Product Marketing for Cadence Network, Inc., where he oversaw product development, marketing, and technical sales support. At Cadence Network he developed a line of energy sustainability services to equip companies with tools to efficiently measure and manage greenhouse gas emissions. In addition to his product marketing and business development success, Mr. Schmits has nearly a decade of experience in utility consulting, including various roles at one of North America’s largest energy companies, Cinergy Corporation (currently Duke Energy). He holds a bachelor’s degree in business administration from Thomas More College.

Mr. Schmits can be contacted at 859-547-0220 or jschmits@klhengrs.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.