Editorial Board   Guest Author

Mr. Chastan, CMP

John Chastan, CMP

General Manager, Kalahari Resorts

John Chastan grew up surrounded by the hospitality business in a family that owned an independent restaurant. He followed this profession into college studying Hotel and Restaurant Management at the University of Wisconsin Stout. For six years in the 1990’s Mr. Chastan held both operational and sales positions with Residence Inn by Marriott in several locations around the country. For several years he gained experience at convention properties with Hilton Hotels. Following this Mr. Chastan represented Monona Terrace Convention Center and Alliant Energy Center for the Greater Madison Wisconsin Convention and Visitors Bureau. He joined the Kalahari Resort, Wisconsin Dells in 2003 and has held the positions of Director of Sales and General Manager. Mr. Chastan is a past board member and Vice President of Finance for Meeting Professional International - Wisconsin chapter. Currently he is the Chairman-Elect of the Wisconsin Hotel and Lodging Association. He has also participated in the original creation of a two-year associate’s degree program in meeting and event planning at Madison Area Technical College.

Mr. Chastan, CMP can be contacted at 608-254-3314 or wigroups@kalahariresorts.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.