Wednesday, February 28, 2007

Hotel Magnate Lord Forte, 98, Passes Away

Hotel and catering magnate Lord Forte died today, aged 98. Charles Forte passed away in his sleep at his London home at 7am, a spokeswoman for his company announced.

Lord Forte was Britain's greatest hotelier, who started his career as the owner of a London milk bar to become the head of a worldwide empire of hotels and restaurants. Although he was of Italian origin, his name and that of his company Trusthouse Forte (THF) were an indelible part of British life, like bacon and eggs, tea and crumpets or Marks and Spencer. He was synonymous with the multi-class hotel and the quick lunch, with more than 800 hotels worldwide, including top establishments in Paris, Geneva, Madrid and London, and a similar number of restaurants and fastfood outlets. In Britain alone he employed about 70,000 people.

A man of diminutive stature, only 5ft 4ins, he moved through the international business world like a dynamo for more than six decades, retiring from the position of chairman of THF in 1992 to be succeeded by his only son Rocco. He maintained his links with the company as its president until its eventual takeover by Granada in 1996. In 1981 he accepted a peerage from Margaret Thatcher's government, having turned one down from Labour's Hugh Gaitskell 38 years previously.

Charles Forte was born in the small hillside village of Monforte, near Rome, on November 26 1908. It was more accurately called Mortale but because most of it has been owned by the Forte family for generations, it has taken on the family's name. The family's fortune went into decline towards the end of the 19th century and gradually they drifted away. Charles's father Rocco first tried his luck in Pittsburgh in the United States but eventually moved to Alloa, in Scotland, where he set up a cafe. He prospered and bought other cafes in Scotland and a small hotel in Alloa. Charles went to Scotland from Italy with his mother when he was four and went on to attend Alloa Academy and Dumfries College as a boarder. He was then sent to Rome for two years before rejoining his family, who by then had moved to Weston-super-Mare, in Somerset, where his father was running a cafe with two cousins.

Charles was 18 when he entered the family business, running a restaurant. He did well and the business progressed through a series of seaside resorts. When he was 21, Charles was put in charge of a run-down seafront cafe, the Venetian Lounge in Brighton. Within 12 months he had turned it into a profit-making outlet. But he had his sights set on London and tried to buy himself into a milk bar in Fleet Street. The deal did not work out but with just £400 to his name, loans of £2,000 from his family and a further £2,000 bank loan, he bought his own milk bar in Upper Regent Street. Known then as The Meadow, it was the stepping stone Forte needed. In later years the cafe became the Four Seasons Restaurant and it was the one site he would never sell.

By 1938 Forte owned five milk bars in London. He then joined forces with Eric Hartwell who sold kitchen equipment and their chain of Strand milk bars expanded. A year later, their plans suffered a temporary delay with the outbreak of war. Forte was interned on the Isle of Man because of his Italian nationality and Hartwell joined the army. But Forte was released three months later and became an adviser to the Ministry of Food. Much to his humiliation at the time, his application for naturalisation made before the outbreak of war came through only when it was all over. In 1943 he married Irene Chierico, a Venetian who bore him five daughters and a son. The post-war years also saw an expansion in the Forte business, first buying the former Lyons tea room off Picadilly Circus followed by the nearby Monico site which housed the Criterion Theatre.

In 1958 he bought his first hotel, the Waldorf. The acquisition was a landmark, not just in the company's dealings, but in the history of the British hotel and catering industry. Until then it was a business dominated by the Americans, with chains such as the Hilton, but Forte changed all that. In 1970 Forte Holdings Ltd merged with Trust Houses and two years later fought off a take-over bid by Allied Breweries.

The company interests included the Cafe Royal, Forte's personal favourite acquisition, almost 250 hotels in Britain and Ireland, Henekey Inns, Quality Inns, Kardomah Coffee Houses, the TraveLodge chain of motels in America, Canada, Mexico and Tahiti, motorway service stations, catering at 24 airports in Europe as well as the Lord Mayor's Banquet in London, the Edinburgh Festival and the United Nations in New York. Among its other investments, it bought Thorn-EMI's entertainment interests in 1981, which included three West End theatres, the Empire at Leicester Square and pier shows at Blackpool Tower.

Forte also owned the publishing company Sidgwick and Jackson, a world into which he and his wife made personal forays - Lord Forte wrote his autobiography and Lady Forte wrote a cookery book. There was only one apparent issue where the powerful Lord Forte did not get his way, and that was over the Savoy Hotel Group. His attempts to buy the group were continually thwarted - his chief adversary being Sir Hugh Wontner. He received a medal from the French for what his firm had done at its Paris hotels, the George V, the Plaza Athenee and Tremoille, and the Spanish gave him a medal for his work at the Ritz in Madrid. It rankled him that in Britain he was unable to gain control of the prestigious Savoy Group.

Even when his son Rocco took over the chairmanship of the company, Forte remained a member of the THF board, unlike his predecessor Lord Thorneycroft. But as well as the business being a habit of a lifetime, he maintained a very Italian attitude to the company, regarding it as a family - and he was its patriarch. His attitude to his family was also distinctly Italian, despite his undoubted patriotism to Britain and the house in Belgravia and estate near Guildford in Surrey. His children lived at home until they were married and he expected to see them at least once a week for Sunday lunch. He also maintained strong links with the village of Monforte, usually returning there once a year.

2007 the Year of the Beer Sommelier?

This article found at
http://www.restaurantnewsresource.com/news_print.php?sid=26457


Consumers' Total Sensory Experience Includes Pairing Beer with Foods

Emulating the increasingly well-known wine sommelier, beer makers are now formulating their own "white with white; red with red" cardinal rules, introducing food pairings to the brewed beverage.

With The National Restaurant Association stating in its 2007 Restaurant Industry Forecast that "Americans are expecting more from their dining experiences than ever before," matching appropriate food with the appropriate beer is becoming a great way to enhance the dining experience. Enriching the flavors, aromas, and textures of the meal through pairing helps satisfy the curiosity of adventurous diners.At Miller Brewing Company, Ryan Johnson's job is to satisfy this food and beer pairing movement among beer and culinary connoisseurs. The food and beverage industry rely on Johnson's expertise to augment their own. Additionally, Johnson, the U.S. trade brewer for Miller Brewing Company's International Brands Division, guides people through beer dinners and tastings."The insights I provide enable consumers to pair the original clear, golden beer with the ease and panache of a gourmet chef. Pilsner Urquell brings a pleasantly bittersweet flavor, delicate malt/hop balance, refreshing cascade of carbonation and crisp, rewarding finish to any dish. Consumers should follow these simple pairing guidelines when preparing an adventurous dinner at home or when dining out," Johnson said.

• Pilsner Urquell should never be paired with a lightly-flavored dish. The full-flavored nature of the beer simply cannot be balanced by anything less than a dish of equally complex flavor notes.

• Try regional food pairings from the Czech Republic, Southern Germany and Northeastern Austria, they have a natural affinity for the Bavarian ingredients found in Pilsner Urquell.

• Because of its rich flavor, Pilsner Urquell pairs well with robust dishes that would otherwise overpower most lagers.More specifically:

• PORK - Roasted pork and zesty, spice-rubbed pork medallions bring an explosive flavor that when combined with the unique malt/hop balance of Pilsner Urquell provide a perfect sensory harmony.

• VENISON - Venison coerces the carbonation and hop levels to rival the spicy, gamey nature of the meat and form a wild, yet memorable pairing

.• BEEF - Steak should always be marinated in a vinegar-based marinade or rubbed with spices, and served rare to medium to properly accentuate the delicacies of the beer and help ensure that the robust beef flavor does not overpower the palate.

• DUCK - Vinegar-marinated roast duck or duck with sweet sauce creates a savory pairing that embraces the bittersweet balance of Pilsner Urquell's Saaz Hops and Moravian Barley Malt.

• CHICKEN - Just about any spicy chicken dish brings out the subtle complexity of Pilsner Urquell's malt presence while allowing the hops to cleanse the palate and ready the tastebuds for their next course.

• SOUP - Potato soup and other cream-based soups marry perfectly with Pilsner Urquell's full-flavored body and crisp, clean finish.

• SEAFOOD - Crab, clam, shrimp, oyster and lobster are terrific when paired with Pilsner Urquell. The flavors are accentuated by the hop presence and relatively high carbonation levels of the beer, which doesn't overpower the delicate shellfish flavor. Marinated or blackened salmon, herring, anchovies and caviar are also strong enough to create a perfect balance with Pilsner Urquell's intense hop presence. However, steer clear of scallops: they are too delicate for the strong bitterness of Pilsner Urquell.

• CHEESE - Pilsner Urquell makes a wonderful partner to the lighter, younger goat's milk cheeses. Perfection is achieved when the sharply bitter hop of Pilsner Urquell meets the high oil, high acidity found in a slice of fresh white cheddar.


This article comes from Restaurant News Resourcehttp://www.restaurantnewsresource.com The URL for this story is:http://www.restaurantnewsresource.com/article26457.html

Tuesday, February 27, 2007

Frequent-Flyer Rockets Get Closer

With Concorde in mothballs, the next aircraft to get travelers across the Atlantic fast may well be a rocketship.




Richard Branson’s Virgin Galactic, which has been touting the prospect of “space tourism” in the form of short, expensive flights into space, is joining forces with none other than NASA to investigate the possibility of hypersonic rocketships that could carry passengers between New York and London. In a newly signed deal, the U.S. space agency will trade facilities and services with Branson’s company and explore further collaboration possibilities.

Virgin Galactic has exclusive rights to the spacecraft technologies of Burt Rutan’s Scaled Composites, whose SpaceShipOne was the first private craft to reach outer space. SpaceShipTwo, currently under construction, is due to begin testing next year; a rocket — the “mother ship” — boosts it through the atmosphere.

In the partnership, NASA will share technology, expertise and research facilities with Virgin; Virgin will let NASA test equipment and train astronauts onboard SpaceShipTwo.
NASA and Virgin Galactic have expressed interest in mutual exploration of space suits, heat shields, rocket motors, and hypersonic vehicles (aircraft capable of traveling at least five times the speed of sound). Unlike the currently planned SpaceShip travel, which basically involved parabolic flight up and down again, hypersonic travel would be geared toward crossing longer distances — for example, covering the distance between New York and London in less than two hours, or about half the Concorde’s supersonic travel time.

Hypersonic travel will run into all the environmental and noise issues that Concorde encountered and isn’t likely to happen soon. Still, the new deal with NASA gives a lot more credence to Branson’s hopes of opening space travel to, if not the entire traveling population, at least a larger segment of it.

Sunday, February 25, 2007

Westin Hotels Reinventing the Happy Hour; Nightly Evening Experiences

WHITE PLAINS, N.Y.- February 23, 2007 - Westin Hotels & Resorts today debuts a new signature social experience, Unwind… A Westin Evening RitualSM, featuring the tastes, sights and sounds of each destination. From lessons on mixing a Bellini in Venice to learning about fine Scottish Whisky in Turnberry to whipping up a spicy batch of guacamole in Tucson, each of the Westin brand’s 129 hotels worldwide have carefully curated social experiences which are rolling out in hotels over the next month.

Designed to bring new energy to its hotels, the Westin Unwind events transform each lobby into a gathering spot, encouraging guests to socialize and helping to combat the loneliness many travelers sometimes experience on the road. In fact, a recent study by Westin Hotels & Resorts found that 34% of frequent travelers feel lonely away from home.

Experience Unwind SM

From chocolate and wine pairings to live jazz and rotating art exhibits, the Westin Unwind rituals feature a rich array of experiences. The following selection provides a snapshot of Unwind experiences around the world:
  • A performance of the Lali, a traditional Fijian wooden Drum, at The Westin Denarau Island, Fiji Resort & Spa
  • An indulgent chocolate tasting at The Westin Portland
  • A live performance by a traditional bagpiper and lessons on fine Scottish whisky at The Westin Turnberry Resort in Scotland – sipping encouraged!
  • Live jazz and wine tasting flights at The Westin Charlotte in North Carolina
  • A lesson in mixing a perfect Bellini, paired with a sampling of traditional Italian foods at The Westin Excelsior, Venice Lido
  • Rotating art exhibits featuring local artists at The Westin Long Beach in California
  • A sampling of Chinese traditions, including a candle-lighting ceremony, tai chi, watercolor painting and treats prepared with fruits and herbs indigenous to China at The Westin Beijing, Financial Street
  • Instruction in whipping up a perfect batch of guacamole at The Westin La Paloma Resort and Spa in Tucson, Arizona

“By transforming our lobbies from a place guests pass through to an inviting social and sensory setting, Westin hopes to provide a richer guest experience, where guests can indulge, socialize and maybe even learn a new skill to bring home courtesy of each destination,” said Sue Brush, senior vice president, Westin Hotels & Resorts. “If we can provide our guests with a place to relax at the end of the day, lift their spirits and perhaps meet new people in a warm environment, we believe we are doing our job well.”

Hotels Transform from Day to Night…

In order to set the stage for its signature evening rituals, the Westin lobbies evolve from day to evening through a variety of subtle sensory cues—everything from music, to scent, to lighting. Warm, natural lighting is dimmed at the start of the evening while scented candles are lit and carefully placed around the lobby. Westin music moves from the background to the foreground with musical cues and selections that change from day to night. Westin partnered with eMusic, the world’s largest digital retailer of independent music, to develop the custom soundtracks for Unwind.

Westin is rolling out the Unwind experience in all of its properties globally in the first quarter of 2007, following a successful three-month pilot in 20 hotels last year. For more information on the Westin brand’s Unwind ritual and local Unwind experiences please visit www.westin.com/unwind.

Westin Hotels & Resorts, with more than 127 hotels and resorts in more than 31 countries and territories, is owned by Starwood Hotels & Resorts Worldwide, Inc. (NYSE: HOT). Starwood Hotels & Resorts Worldwide, Inc. is one of the leading hotel and leisure companies in the world with approximately 850 properties in more than 95 countries and 145,000 employees at its owned and managed properties. Starwood® Hotels is a fully integrated owner, operator and franchisor of hotels and resorts with the following internationally renowned brands: St. Regis®, The Luxury Collection®, Sheraton®, Westin®, Four Points® by Sheraton, W®, Le Méridien® and the recently announced AloftSM and ElementSM Starwood Hotels also owns Starwood Vacation Ownership, Inc., one of the premier developers and operators of high quality vacation interval ownership resorts. For more information, please visit www.starwoodhotels.com.

Tuesday, February 20, 2007

THE WORLD CENTER OF EXCELLENCE ON TOURIST DESTINATIONS (CED) IS FOUNDED IN MONTREAL

The United Nations World Tourism Organization has founded the World Center of Excellence on Tourist Destinations (CED) in Montreal. A non-profit organization, the Center is dedicated to research and the creation of tools to sustainably manage, develop, and conserve tourist destinations around the world. The announcement was made today by Quebec Minister of Tourism Françoise Gauthier, on her own behalf and on behalf of Minister of Municipal Affairs and Regions Nathalie Normandeau, as well as by Minister of Public Works and Government Services Canada and Minister Responsible of the Montreal Region, The Honourable Michael M Fortier, on behalf of Minister of Labour and Minister of Canada Economic Development, The Honourable Jean-Pierre Blackburn. The Center will be chaired by André Vallerand, Chairman of the Destination Council of the World Tourism Organization (UNWTO) and former Quebec Minister of Tourism.

By responding to a direct need of the destinations, the CED is fulfilling one of the priority mandates of UNWTO for promoting the quality and competitiveness of tourist destinations.
The CED's mission is to provide tools to develop competitiveness and sustainable development in tourism in order to improve the experience offered to tourists and to strengthen the distinct character of a destination. The CED will also be a global portal of tourism expertise to support research as well as a discussion and communication forum for all parties involved in promoting and managing tourism destinations around the world.

The initiative to create the CED in Montreal came from Tourisme Montréal. Following a proposal by Tourisme Montréal representative André Vallerand, the UNWTO Executive Council gave the green light to create this unique agency at its meeting in Algiers in November 2006.
"Tourism is a fast-growing industry with international scope," noted André Vallerand, Chairman of the Board of the CED. "It is essential that we develop the tools to better understand the factors shaping its evolution and to foster sustainable development practices to ensure that its growth is acceptable for all parties concerned."

The CED's products and services will be developed with a view for their added value and in the context of partnerships with expertise holders and research institutions from around the globe. The CED will start out by developing the following services:
*Excellence certification system for tourist destinations
*Electronic portal that, in addition to providing access to information on tourist destinations, compiles the results of existing research and presents findings
*Stewardship tools for industry and communities
*Marketing and management tools
*Comparative research (qualitative and quantitative analyses)
*Strategic monitoring
*Training programs

The founding of the CED in Montreal was made possible by matching funds from the federal and provincial governments to finance the first three years of operation, amounting to a total of $1.5 million. The federal government's $750,000 contribution comes from the Economic Development Agency of Canada. The Quebec government's share comes from the Ministère du Tourisme du Québec and the Ministère des Affaires municipals et des Régions du Québec, each of which contributed with equal sums.

The CED also enjoys the support of a number of prestigious founding partners, including Bell Canada, George Washington University, and National Geographic's Center for Sustainable Destinations.

Measure Twice. Fix Once - Permanently - By Joseph M. Gravish

If you're a manager in the hospitality industry personnel turnover should be on your radar screen.The Innviting Inn and Suites announced recently that its 2006 gross operating profit jumped an amazing 20%. According to Mr. I. Feelgood, the General Manager, he and his management team embarked on a strategic plan in early 2006 to fix perhaps their most perplexing, persistent, profit-robbing problem - excessive employee turnover. As a result of this and other actions, their annual GOP reached an all-time high. Wouldn't you like to be the GM of the Innviting Inn? The question you should be asking is - why can't we do that? The answer is, of course, you can - by measuring the true cost of your pain and committing to a plan to remedy it.This article provides the tools you need to diagnose your level of pain. It describes how turnover - in dollars and cents - affects your bottom line and the steps you should take to fix the problem - permanently.

Let's first agree to be factually honest. The oft heard rationalizations - 'it's a normal cost of business' - 'it's not my problem'- just won't cut it any longer. If you're a manager of any type in the hospitality industry, and the lodging sector in particular, turnover should be a permanent blip on your radar screen. Obviously some turnover is good, even healthy for business growth. Fresh blood, new ideas, etc. contribute to improved products and service. Excessive turnover however cuts beyond a reasonable tolerance level into the core of the operation. It's simply money - in the form of your investment in building a knowledgeable, skilled, experienced workforce - walking out your door. But you already know that. Or do you? What was your turnover rate, by position and department, in 2006? How much did it actually cost? Can you afford it?

If you can answer those questions, or are doing something about it, put this article down. Read no further. Get your team together and celebrate. Congratulations. You're part of the enlightened few.If not, read on.

A recent Cornell University School of Hotel Administration study lays out the facts. It estimates the industry turnover rate to be 50 to 60 percent nationally. Other studies over the years have shown that turnover has, in some cases, approached 100%. Other than elementary, middle and high schools I can think of no other situation wherein an entire 'class' with few exceptions, normally walks out the door en masse, each year. The problem here is that your productivity suffers - but it's sometimes hard to quantify the impact.It's not difficult however to measure your turnover rate and ultimately put a dollar figure against it. Remember, turnover equals lost productivity.

Determining Your Turnover Rate

I Goggled 'turnover rate calculator' and got 783,000 returns. But let's keep it simple. As a manager it's more important that you regularly monitor your turnover rate - and do something about it - than how you do it. The real problem becomes more apparent when you determine the cost of that turnover; hence the title of the Cornell University report, 'The Cost of Employee Turnover: When the Devil Is in the Details'.Turnover, according to the report, affects 'consistency and quality of customer service, resulting in direct reductions of revenue and profitability'. It later links turnover to increased operating expenses and separates the cost of replacing employees into three categories:
hard costs, such as advertising and recruiting expenses;
soft costs, such as time required to interview job candidates;
and opportunity costs, such as missed sales.

When viewed together and over time, calculating these costs properly can be illuminating.In my experience property managers tend to downplay, even dismiss, some turnover cost factors, particularly the soft costs. Their rationale is that the tasks associated with acquiring, training, maintaining and separating staff are all normal HR and hiring manager's duties. All true. However, wouldn't you prefer to spend your (limited) time and energy strategically improving your current products and services through a veteran, loyal staff rather than constantly replacing people and do-looping through the same process over and over again? You can't fight the battle and train at the same time.

The Cost of Turnover Hold onto your hat!

The average cost of losing an employee was estimated to average $5,864 (the range was $2,604 to $14,019). Geographic location (for example San Francisco vs. Kansas City), local unemployment conditions, job complexity (HVAC technician vs. houseman), etc. are a few of the factors that can also influence the true cost.

The Cornell University report divides turnover into five cost segments:
pre-departure,
recruitment,
selection,
orientation and training,
and lost productivity.

Of those, lost productivity costs comprise 52% of the total average cost. Were you an Executive Housekeeper any drop in production long before 52% would be potentially disastrous.And even at the lower end of the scale potentially losing almost $3,000 from your bottom line for every employee lost unnecessarily should be viewed with horror by ownership.

If you really want to find the devil's details the turnover calculators listed at the end of this article, and others, can help measure your costs more accurately.

The Challenge
So here's my challenge to you.

First, understand and agree that turnover negatively impacts your bottom line.
Commit to taking sustained actions to reduce your turnover rate by 10 to 20 percent annually. How?
• Define the essential job qualities needed for each position in your hotel.
• Eliminate the 'anybody is good enough' hiring philosophy (one bad hire can spoil the entire staff). Hire objectively against essential job qualities.
• Ask tough, behavioral-based interview questions (not every job candidate deserves to be hired). Use a panel, multiple, even peer interview system (the more sets of eyes the better).
• Conduct thorough background checks (don't' put your company at risk - ever)
• Hold every manager personally responsible for their department's personnel turbulence.
• And most importantly, position your company to be the employer-of-choice, not the employer-of-chance.

Like it of not, being the employer-of-choice costs money. Accept it - don't debate it. Don't your Most Important Assets - your employees - deserve and merit the ability to enhance the quality of their life and enjoy the security that a decent compensation and benefits package provides? Studies have shown wage and benefits are the #1 job performance motivators. Properly designed, your up-front investment will be more than offset with the savings achieved through the reduction of back-end turnover costs.

If we as an industry fail to act, local, state and federal governments (dare I mention unions) will do it for us.Finally, when successful, celebrate with all your staff - from the bellman to the maid - from the front to the back of the house. Then build on your success. Do it again next year.

Turnover Cost Calculators - Samples
• University of Wisconsin, Cooperative Extension, Center for Community Economic Development (www.uwex.edu/ces/cced/publicat/turn.html)

• Workforce Management Online, Manager of Choice, November 2003

Mr Gravish invites readers to respond by sending him your turnover data, methods employed to reduce excessive turnover, and your success stories. Joseph M. gravishjmgstlouis@hotmail.com

Mr. Gravish is a human resources professional with over 25 years leadership experience at numerous organizational levels both national and international. He is an advocate of building business success through, and by, people - first.

Monday, February 19, 2007

Top Tips for Recruiting Hospitality Graduates and Undergraduates.

By Jeff N RossMonday, 12th February 2007

The global hotel industry is booming - Guests' service expectations are rising. Hotels fighting to differentiate their brand and claim market share need great staff. Finding hard working, motivated, intelligent, experienced, multi-cultural and multi-lingual personnel is a headache. Yet the benefits of hiring them are huge. They make the hotel manager’s job easier and the guest experience more satisfying.But how can hoteliers find, hire, train and retain such staff? The process can be relatively easy if hoteliers abide by the following ten golden rules.

1. Clearly establish the graduate’s expectation of their placement during the recruitment process. Be sure that you can deliver on this – and that it meets the needs of your business. For example, is the graduate expecting to carry out a normal operational role such as F&B attendant, or is he/she expecting to have some supervisory responsibilities? Be clear about this right from the start.
2. You will need to have a well defined job description and personal specifications. These should be sent to the applicant during the recruitment process, and should be well thought through and specific to the role. Try to avoid the use of generic, out of date information.
3. Be honest about why you are recruiting a graduate or undergraduate. Are you looking simply to fill an operational gap, or are you trying to develop an individual into a future manager for your hotel or hotel group? “Employing graduate students means investing in the company’s and the graduate’s future. It is not a cheap solution for filling gaps in your employment structure,” says Bert van Walbeek, a veteran hotelier and lecturer in graduate hospitality and tourism programmes.
4. Ensure you have a clear and transparent salary and benefits offer. The graduate should sign the contract with a full understanding of what he or she shall receive in the pocket – salary, service charge, other benefits, minus taxes. This will mean that there are no surprises for the employee on his/her first pay day.
5. Ensure the salary is competitive in the market place, and fair for the output you are expecting from him. You’ll give the industry a bad name if you are treating graduate recruitment as cheap labour. Don’t. Cheap is short-term thinking, value for money is long-term thinking. Long-term is the key to success.
6. Make sure the graduate receives a quality induction on his/her first day. For example, ensure that the graduate receives in advance a structure of what the induction day will comprise, and is clear on the timings, dress code and preparation required on their part. If the graduate on their first day is working immediately in their contracted department (not advisable), then ensure that this first day is similarly structured, and the person with them is fully qualified and prepared to conduct the department induction. Do not abandon any employee on their first day, leaving them with insufficient training or guidance.
7. Recruit from specific schools that are most likely to provide your business with the right kind of candidate (i.e. preferred languages, nationalities, operational experience, etc). Set well defined objectives for the graduate, to maximise output and to keep them motivated. Graduates are used to very clearly defined academic objectives, and therefore it is important that this is carried into their early careers. With a bit of thought and effort, you can capitalize on their drive and energy to achieve.
8. Ensure that the first day and preferably the first week is seamless for the graduate. One of the biggest sources of turnover in graduate placements is from a badly managed first week says Heather Robinson, Deputy Principal at IMI International Hotel Management Institute, Switzerland. “When we conduct debriefings with undergraduates and graduates, it is clear which hotels have a good induction system and which do not. A good induction process can be the difference between a graduate succeeding in the job or leaving,” she says.
9. Don’t overlook the talent that’s out there. Some hospitality employers deliberately snub certain nationalities and genders in the application process. The loss is theirs. There is a huge diversity of talent on the market. Employers need to be more open-minded to ensure they attract the right quality of applicants.Graduates and undergraduates typically have a high achievement drive, but they do require more maintenance during recruitment and in the early days of employment. If you don’t make the effort, you’ll get what’s coming - high employee turnover and wasted time and money. If the recruitment process is managed well, your hotel will bristle with motivated, high productivity young staff who will make your job easier and the guest experience more memorable.

ABOUT HOSPITALITY GRADUATE RECRUITMENT ( www.h-g-r.com )Swiss-based recruitment company Hospitality Graduate Recruitment (h-g-r) specializes in placing hospitality graduates into entry level, supervisory and junior management hotel positions. Working with over 80 hotel schools and universities globally, it helps hospitality employers to find and recruit graduates and undergraduates via its leading database-driven website. With no recruitment fees, just the initial modest membership fee, it could well be the ideal solution for your hospitality business to streamline its graduate and undergraduate recruitment strategy.
A demonstration can be viewed at www.h-g-r.com/presentation/h-g-r_presentation_skin.swf .

By Mr Jeff N Ross, Managing Director, Hospitality Graduate Recruitment (h-g-r)Head Office Telephone – 0041 41 370 6759Head Office Address - Tribschenstrasse 70, Luzern 6005, SwitzerlandEmail – jeff@h-g-r.com

Tuesday, February 13, 2007

Super 8 Brand is 'Moving Forward ... Focused to Win'

Building on the theme 'Moving Forward ... Focused to Win,' Super 8 Motels President John Valletta today told nearly 2,000 owners and operators attending their international conference that the brand will maintain its competitive position as the 'value lodging choice for guests of all ages' by upgrading standards and services.
This year, as part of the second phase implementation of product and service enhancements, the Super 8(R) brand has mandated in-room coffeemakers, new uniforms, name badges and a bath amenities package featuring a Hookless(R) shower curtain, multispray shower head and a curved shower rod. The brand also is upgrading its SuperStart(R) breakfast by offering cereal and milk in addition to coffee, tea, juice and assorted baked goods, and it is mandating that mattresses be replaced on a consistent schedule.

The first phase of the standards and amenities program, implemented during the last two years, included mandatory free high-speed Internet service, an alarm clock radio, hairdryer and minimum 24-inch TV with cable or satellite service including free premium channels. It also raised the bar on bath linens and bedding standards by requiring higher weights and thread counts. Also under the first phase, the brand introduced free local phone calls, free stays for children 17 and under (when staying with an adult family member) and 24-hour front desk service.

'Today's travelers are looking for specific amenities and services and we want them to find what they're looking for at Super 8,' said Valletta. 'The only way we can ensure Super 8's continued success in the future is by moving forward.'

Rosanne Zusman, Super 8 vice president of marketing, announced that the brand has signed an agreement with Petty Enterprises to become the official lodging sponsor of the Number 43 Cheerios/Betty Crocker Dodge driven by Bobby Labonte, a past Nextel Cup series champion.

'Research has shown that nearly 40 percent of our guests are interested in NASCAR, and our continued association with racing has created a definite preference for the Super 8 brand,' said Zusman. 'Investing in this sponsorship is an efficient and effective use of marketing funds.'

As part of the sponsorship, the Super 8 logo will be displayed prominently on the race car, driver and crew team uniforms, team trailers, pit boxes and transporters including merchandise haulers.

Also at the conference, the Super 8 brand unveiled its new room prototype designed by Back Lot Productions, an Atlanta-based retail design and brand development firm, to differentiate the brand from its competitors, attract the new generation of younger travelers and change the way consumers think about the brand.

The new room features a contemporary palette that provides a warmer, more residential experience; regionally themed headboard artwork that is expected to become a hallmark of the brand's identity; a contemporary platform bed; a custom, two-sided bed cover to suggest an upscale experience; a modular TV wall unit that affords additional storage and seating; and a two-tiered vanity.

The average age of a Super 8 guest is now at 'an all-time high,' Zusman said. 'As our core customer ages, the future of Super 8 depends on our ability to adapt the brand to embrace the next generation of customers while still meeting the needs of current guests. Recreating the interior experience will begin to position Super 8 as the economy lodging choice for the Gen X and Gen Y travelers.'

The room prototype is a result of a design challenge conducted among five top interior design firms to create a new Super 8 room that would appeal to current guests but also incorporate contemporary elements of interest to younger travelers.

'After reviewing presentations from all five firms, we evaluated each design for overall appeal, creativity, uniqueness and functionality for both the guest and the franchisee,' said Zusman. 'We then conducted research among our guests as well as economy and midtier travelers who weren't current customers. We knew we had a winner when nearly 70 percent of respondents said they would stay with Super 8 if the new prototype room was offered.'

The new room prototype is expected to be in market later this year.

Back Lot Productions is a Retail Design and Brand Development firm established in 2000 by graphic designer Tracey Barker and architect Bart Mills. It is based on the philosophy of Markitecture, marketing your brand through the built environment to evoke the designed emotional response from your customer.

The Super 8 brand features free continental breakfast and high-speed Internet access. Participating motels offer free local calls, fax and copy services and exercise facilities. Reservations and information are available by calling (800) 800-8000 or by visiting www.super8.com. All Super 8 motels are independently owned and operated under franchise agreements with Super 8 Motels Inc., a subsidiary of Wyndham Worldwide Corporation (NYSE: WYN.)

This article found at:

http://www.hotelnewsresource.com/article26215.html

Friday, February 09, 2007

Pod’ Hotel Changes NYC Lodging Dynamic

Pod’ Hotel Changes NYC Lodging Dynamic
2/8/2007 10:22:29 AM
By Glenn Haussman


This article found at:

http://www.hotelinteractive.com/index.asp?lstr=marc.simard@nscc.ca&page_id=5000&article_id=7071

When most people think about New York hotels, it’s usually the city’s luxury hotels that grab all the headlines. But those looking past the Waldorf=Astoria and the soon to reopen Plaza, will find one property at the other end of the spectrum that will soon be making headlines of its own.

Currently in soft opening, THE POD HOTEL is a sub economy property designed to appeal to younger folks who are not expecting to be enveloped in Frette linens or bathe in a bathroom lined with hand cut Italian marble. Instead, this property meshes with their target traveler’s lifestyle by giving them a quality crash pad for them to rest up after a big day (or all night) out on the town.

With room prices starting as low as $89 -- an unheard of price in a market regularly commanding $400 or more for rooms – that bargain basement price will get you a room with bunk beds, an iHome to plug in your MP3 player and a pair of small flatscreen TVs. And of course there is complimentary WiFi service. But it won’t get you a toilet or a shower. Nearly half of the property’s 347 rooms utilize shared bathrooms.

But that’s just fine with the hotel’s clientele, said Managing Director David Bernstein. “We are providing people with a good deal and a great time. The hotel is for anyone who thinks they are 18-25. We’re an antidote to the high priced NY hotel rates,” said Bernstein.

Owned by BD Hotels -- a group that has 15 hotels in New York (including The Chambers, The Maritime, Elysée and The Mercer) -- the genesis of this project came from the necessity of trying to figure out what to do with the outdated Pickwick Arms hotel. After six months of planning and plotting, the idea for THE POD HOTEL was worked out and construction commenced, transforming one floor of the hotel at a time. It officially changed names three weeks ago.

The hotel’s design is both mod and retro, stripped down yet funky. Designer Vanessa Guilford based her concepts on mass transit, and the compact design of sinks, showers and toilets mimics the feel of the lavatories on trains and planes. Other hotel design elements evoke post war 1950s kitsch with dot fabrics and metal mesh chairs while the lobby lounge features Florence Knoll sofas and club chairs with reproduction 1950’s atomic pattern fabric and George Nelson-designed light fixtures.

Bernstein said the rooms may be small, but that’s irrelevant. His core clientele is not interested in being cooped up in a room anyway. They are in New York to explore and be social. And the hotel has added several elements that play into that particular mindset to create a wholly new lodging product dependant as much on its guests to create atmosphere as the designer.

“Younger people want to be out meeting people, whether it is out in the city or on our rooftop,” said Bernstein, noting that the rooftop should be serving cold brews and wines by the time warm weather returns. There will also be some games up top to keep people entertained, and those down in the lobby will be able to see all the action via webcam.

Another unique spin will be the hotel’s concierge. Rather than have a specialist who has the juice to get clientele into sold out Broadway shows or a table at the city’s most exclusive restaurants, this concierge will offer up a listing of free or extremely inexpensive activities throughout the five boroughs. The hotel will also offer up group trips for sightseeing and nightclubs and have group tables reserved at restaurants in town to further the social aspect of the hotel’s guests even when they leave the building.

Also heightening that social interaction, Bernstein said THE POD HOTEL will have its own blog. Past, present and future guests can communicate about the hotel, things to do in NY, or to meet up in the Big Apple. Additionally, weekly one-minute clips will be posted on websites such as YouTube showing what’s happening at the hotel.

In addition to its 90 bunk-bedded rooms, THE POD HOTEL has 117 double-bedded rooms; 50 queen-bedded rooms; 64 single-bedded rooms with shared bath; 10 single-bedded rooms with private bath; nine two-bedded rooms; and seven spacious townhouse units. The townhouse units feature a living room with 25” color television, refrigerator, queen bed and sofa bed. Of the hotel’s 347 rooms, 195 rooms have private baths and 152 have shared baths.

Currently the hotel is getting a mix of about 60 percent international travelers and 40 percent domestic.

Wednesday, February 07, 2007

Confirmed Exhibitors

1. Inn on the Lake: http://innonthelake.com/

2. The Citadel Halifax Hotel: http://www.citadelhalifax.com/

3. Grafton and Connor: http://greattimesinhalifax.com/index.php

4. Nova Scotia Tourism Human Resource Council: http://www.tourismhrc.com/

5. The Halliburton/Stories Restaurant: http://www.thehalliburton.com/

6. Casino Nova Scotia: http://www.casinonovascotia.com/new/index.php

7. White Point Beach Lodge: http://www.whitepoint.com/home.html

8. Murphy’s on the Water: http://www.murphysonthewater.com/

9. Centennial Hotels: Cambridge Suites: http://www.cambridgesuiteshotel.com/
Lord Nelson Hotel: http://www.lordnelsonhotel.com/
Prince George Hotel: http://www.princegeorgehotel.com/

10. Delta Hotels: http://www.deltahotels.com/

11. Future Inns: http://www.futureinns.com/home.html

12. Halifax Citadel Regimental Association: http://www.regimental.com/

13. RCR Hospitality Group: http://www.rcr.ca/

Career Fair Checklist

• Portfolio

• Pens and Notebook

• At least 20 resumes

• Copies of list of references

• Appropriate clothing including comfortable, professional shoes

• Small breath mints - no gum!

• Name Tag

• A Positive Attitude

Preparing for a Job Fair

What to Expect at a Career Fair
Having realistic expectations of a Career Fair is important in succeeding in your career or Co-op placement search. The following list can be helpful to identify any misconceptions of a Career Fair:
 Employers expect students to be prepared (i.e. be professionally dressed, ask thoughtful questions, have a polished resume)
 Employers expect to interact with students seeking employment as well as those simply researching careers and employers
 Most recruiters are not authorized to hire candidates on the day of the fair. With this in mind, your goal should be to land an interview - not a job offer
 Employers’ goals are to be exposed to as many job candidates as possible; therefore, you will have a relatively short amount of time to sell yourself and make a positive impact on the employer
 Attending a Career Fair for the first time can be a little overwhelming. However, if you have taken time to prepare for the fair, you will get as much out of the Career Fair event as you put into it
Simply attending a career fair is not enough; you need to make your participation at the fair count! The following topics represent what you need to do in order to prepare for a Career Fair. Hopefully, you have already taken some, if not all, of the following measures to make the most out of your Career Fair experience. Refer to this Career Guide and use the ideas presented in it to prepare for the next Career Fair or interview that you attend.


Before The Career Fair
1. Target your top companies
If possible, get a list of the companies/organizations who will be attending the career fair and plan your strategy for which companies you would like to visit. Take time to research the ten organizations in which you are most interested. However, give yourself time to meet with most of the employers who attend the fair.
2. Prepare a Resume
A well written, error free resume is a must! Make sure you have multiple copies of both your resume and list of references on hand.
3. Create a List of Questions
Create a list of questions that you would like to ask the employers.
4. Prepare to Answer Questions
Remember, employers will also be asking you questions! You will be expected to think on your feet, so be prepared to answer their questions.
5. Learn to Sell Yourself
Create a 60-second commercial & practice, practice, practice!
Your commercial should include:
• Introduction- Introduce yourself, offer a firm hand shake and a resume
• Objective- Tell the employer why you are there and what sort of employment you seek
• Brief summary of your education, experience, strengths, etc
• Reiterate your interest and thank the employer

6. Arrive Early
In many cases arriving early means avoiding long lines.
Also, you may find that some of the employers will leave before the career fair has ended and you don't want to miss an opportunity of speaking with a company/organization that you would like to see.
7. Make a Good First Impression
Be sure you are wearing professional business attire and your NSCC name tag so that they can identify with who you are.
8. In Summary
 Prioritize those employers with whom you would like to speak.
 Identify the information you hope to obtain
 Identify personal strengths you would like to convey
 Specify those goals you hope to achieve by attending the Career Fair
 If in doubt as to what job opening a company has, talk to as many recruiters as possible You never know when you might discover your perfect job!

During The Career Fair
1. Be Confident
It is important that you understand that employers view candidates as possible future employees of their organization. Therefore, you need to display enthusiasm, confidence, sincerity and the ability to communicate clearly. Smile; walk confidently with good posture, and make consistent and direct eye contact.
2. Chart Your Course
Survey the room to determine where employers are located and in what order you plan to visit them. If possible, avoid standing in long lines. If there is a long line to speak with a representative, keep moving and return later.
3. Introduce Yourself
When it's your turn to meet the employer, take a deep breath, smile, shake hands firmly and begin your "60 second" commercial. Be sure to make direct eye contact with the employer throughout your conversation. Also, watch your tempo and tone when speaking to the employer. A common nervous habit is to speak too quickly and/or too loudly or softly.
4. Ask Meaningful Questions
 It is a good idea to ask one or two meaningful questions without monopolizing the employer’s time.
 At this point, it is generally not a good idea to ask about salary
 If you are currently an undergraduate, be sure to ask about internship, co-op, summer employment and scholarship opportunities

5. Prepare to Follow-up

At the end of your conversation, be sure to:
 Thank the employer for his/her time
 Leave a copy of your resume
 Ask the employer for a business card, company literature and protocol for follow-up
 If the employer says they do not have a position in your field, ask for the address of the Personnel Office so you can write.

As soon as you walk away from the employer, jot down a few notes about your conversation. You may want to bring up a few memorable points that were discussed during your visit to include in your follow-up letter.

6. Prepare to Answer Questions
Remember, employers will also be asking you questions! You will be expected to think on your feet, so be prepared to answer their questions.


After The Career Fair
1. Give Yourself the Competitive Edge
Don't make the mistake of thinking that as soon as you have spoken to the last employer and left the facility that you are finished. Follow-up is essential to making the most of your career fair experience!
2. Send Thank-you letters
Be sure to send thank you letters to employers that you meet within one week. Most candidates do not make the effort to send thank you letters; why not give yourself the competitive edge!
3. Be persistent
Observe the follow-up procedures suggested by the employer. Once you have complied with these procedures, if a reasonable amount of time has passed and you have not heard from the employer, it is okay to send a letter to the employer inquiring about the status of your application.
4. Summary
You have made the most of your career fair experience when it results in subsequent interviews. If you have followed the "before", "during" and "after" steps, you are probably on your way to landing one or more interviews--and better yet, landing a career!

R.E.S.P.E.C.T. - Your Client's Communications Preferences.

By Lydia Ramsey
Friday, 2nd February 2007


Imagine this: you've worked for hours putting together the proposal that your prospective client requested and are finally ready to hit the send button. You envision the recipient checking e-mail immediately and contacting you within a few hours to seal the deal. You have a mental picture of yourself signing the contract and depositing a nice check into your account

What you don't know is that your prospect doesn't check e-mail everyday. You failed to ask what form of communication this person prefers. Sadly for you, your competitor was on the ball and asked, "How would you like to receive this information?" By the time your e-mail proposal is opened and read, the deal is done, but not with you.

Maybe you called the prospect, who was not in, so you left the information on voice mail and waited all day for a response. As it turns out, this person only checks voice mail at the end of the day. Once again, your competitor knew this.

We are absolutely overwhelmed with ways to transmit information. Current studies indicate that e-mail is the business communication tool of choice. However, many people still prefer the telephone which has been an office staple since Alexander Graham Bell spoke to Mr. Watson from another room. That device is no longer fixed to the wall nor does it reside only on the desk. We can have our cell phones with us wherever we go and use them whenever we feel like it. Some people live by their cell phones so you can forget the office line.

The phone, whichever type it is, comes with all sorts of features and options including voice mail, caller ID and calling waiting. An added bonus to cell phones is text messaging. There are people rarely speak directly to others. They just send or leave messages.

There is the fax machine, which only a short time ago was absolutely revolutionary. Many fax machines only gather dust these days as a result of e-mail, but for some people, fax is more convenient for transmitting certain information. For a few souls, snail or old-fashioned postal mail continues to serve a useful purpose. They like originals.

We all have our preferred means of communication. If you want to be successful, grow your business and develop good client relationships, find out how your clients want to communicate. Just because you think that e-mail is the most efficient tool doesn't mean that your clients and prospects like to sit in front of a computer all day. Some may prefer to use the phone so that they can discuss issues and gauge reactions - something that is hard to do with e-mail. Others may be more comfortable getting your proposal in person.

Respecting your client's communication preferences is not just a courtesy, it's good business. It's not about you; it's about your client.

(c) 2007, Lydia Ramsey. All rights reserved. Reprint rights granted so long as article and by-line are published intact and with all links made live.

About the AuthorLydia Ramsey is a business etiquette expert, professional speaker, corporate trainer and author of MANNERS THAT SELL - ADDING THE POLISH THAT BUILDS PROFITS. She has been quoted or featured in The New York Times, Investors' Business Daily, Entrepreneur, Inc., Real Simple and Woman's Day. For more information about her programs, products and services, e-mail her at lydia@mannersthatsell.com or visit her web site http://www.mannersthatsell.com