Melancthon Mega-Quarry

Water concerns and environmental risk assessments impede plans for a mega-quarry near the GTA

By Ruth VanDyken

Ontario’s densely populated Greater Golden Horseshoe, which hugs the western tip of Lake Ontario from the Greater Toronto Area (GTA) to Niagara and stretches all the way to Georgian Bay and Peterborough, has less than four percent of the province’s land mass but is home to nearly a quarter of all Canadians. The region is one of the country’s biggest economic engines, with industries such as auto and steel manufacturing as well as Toronto’s diverse economy pushing urban development across agricultural and natural land. Such sprawl is often controversial. But the need for raw materials — specifically, the gravel required for road and building construction — is creating another clash between man and nature.

Dining out will cost more this year as U.S. restaurants take advantage of the nearly two-year long expansion to boost prices on food and drinks.

“The fact that the airline industry was able to pass along cost increases signals that the pricing environment has become somewhat more favorable than it was during the heart of the recession,” Maki said. “It’s more likely restaurants will be able to pass along price increases now relative to the last few years.”

Higher-priced menus reflect growing confidence by eateries that consumers can afford to pay more to eat out. Restaurants are emboldened in part by the success of U.S. airlines, which have raised fares almost 10 percent since a year ago, according to Dean Maki, chief U.S. economist at Barclays Capital in New York.

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No business wants its work force pilfered by the competition, especially when it comes to key performers. And that’s even more so for small and medium-sized businesses than bigger ones, which can ill afford to lose and try to replace important players.

So businesses that want to hang on to top talent need to make moves to retain their staff, experts say.

Employees entertain offers to jump ship for a variety of reasons, usually when their needs aren’t met. And it’s not necessarily about money, says Maureen Neglia, a Toronto-based senior consultant in Towers Watson’s talent and rewards practice.

When someone’s ideas stop getting heard, other employers start to look attractive, says Iain Morris, a Toronto-based partner with Mercer Canada Ltd., a global human resources consulting firm.

Indeed, Ms. Feltham says her director of business development took a pay cut to join her firm because he felt his opinions would count more, she says.

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There exists are a myriad of reasons for why organizations counter but to me it boils down to two key factors – power and optics.  Power in that an employer has lost and needs to regain it and optics as it pertains to how the organization may look upon an executive who has lost a key member of their team.  In the luxury hotel world the optics also relate to the ownership group – try explaining the loss of a superstar DOSM to an owner that is reexamining the management contract.  According to data compiled by the National Employment Association, 80% of Executives who accept a counter offer will not be with that organization in 12 months – are you one of the 20%?

In the search I referenced above, the candidate kept me abreast of the counter process and felt that she owed it to her current organization to hear them out – there is a psychological reaction to leaving an employer.

Make no mistake – you owe an employer nothing other than your focus and diligence while employed.  Companies downsize and cut back frequently very often cutting loose loyal and committed employees – the company will often state that it was tough decision made for business reasons.  Should an employee not similarly have the right to make tough decisions for personal reasons.

Your current employer is under tremendous pressure to hold on to talent – if countered remind yourself of these key points:

1. why do I have to leave to be rewarded and effusively told how much I mean to the company?

2. do they value me or do they value my position – they are two different animals.  I am not replaceable, my position is.  Have they downsized people at my level in other parts of the organization?  Can the articulate why I mean so much to the company or are they playing upon my guilt and sense of loyalty?  Are you upset that I am leaving or are you concerned about the personal ramifications my departure might have on you and the company?

3. I considered the new opportunity for many reasons – those reasons have not changed – why does a new organization quantitatively value my services more than my existing company?  Nothing really changes – if in one year I am still not feeling motivated/rewarded/valued do I need to solicit another job offer to correct it?

4. What about the new employer – they have undoubtedly invested a great deal of energy, money and time in you and your candidacy.  They negotiated in good faith, met your demands – do you not ethically feel committed to them?

The purpose of this note is not to influence candidates we represent – we work for our clients and as such must ensure that their best interests are kept top of mind.  However, when you resign, you will be bombarded with platitudes and praise. For 80% of the workforce, those plaudits are fleeting.

Brent Billing (brent@lwjobs.com)

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InterContinental Hotels Group (owner of Holiday Inn, Crowne Plaza, Candlewood Suites and others), Starwood Hotels and Resorts (Westin, Sheraton and Meridien, for example) and other accommodation interests are competing for consumer loyalty with the return of business traveller traffic during this economic recovery.”

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The acquisition is the first transaction for the $150 million fund established this summer by Geolo Capital to fuel Joie de Vivre’s growth and national expansion. Geolo, which acquired a controlling interest in Joie de Vivre earlier this year from Founder Chip Conley, plans to acquire $300 million to $500 million of hospitality assets over the next five years and grow the number of Joie de Vivre- managed properties from the current 34 to more than 50 via new third-party management agreements, joint ventures and acquisitions.

Opened in 1975 and known for many years as the Furama Hotel, the property was re-launched as the Custom Hotel in fall 2007 following a reported $20 million-plus renovation by the Los Angeles-based Palisades Development Group. Custom’s 12-story hotel tower originally was designed by Welton Becket, one of L.A.’s leading mid-century architects, and the hotel’s modern lines are offset by minimalist design touches, a sleek two-level pool deck and bar, and panoramic city and ocean views.

The transaction was brokered by Jones Lang LaSalle Hotels.