Nelson Tan has become an innovator in the hotel management industry. Photo: Courtesy of Hilton Beijing

Hotel management at the top level requires not only a passion for the industry and a wealth of experience, but also a certain innate ability to innovate and reform. Nelson Tan, director of business development at Hilton Beijing, is one manager who has these traits in abundance.

In a career that has spanned many years and continents, Tan has left his unique mark on the Asian hotel industry.

His start in the hotel business began in 1998 at the prestigious International Hotel Management Institute, Lucerne, Switzerland where he completed a diploma in hotel management.

At that time, the Chinese hotel industry was very much in its infancy, still years from the revamp of China's hospitality sector that preceded the 2008 Beijing Olympic Games.

After finishing his diploma, Tan obtained a bachelor's degree in business at the Australian International Hotel School in Australia, followed by a master's degree in hospitality management at the Nanyang Institute of Hospitality Management in Henan Province.

Tan is quick to acknowledge that an education in hotel management is valuable but has its limitations.

"High education is likely to be a bonus for oneself, but is by no means the making of an outstanding manager," he said.

"A lot of young people have grandiose aims but puny abilities. They don't want to bear the hardships. For the hotel industry, if you don't understand the overall operation at the basic level, you cannot be a top manager."

Tan started his career as night duty manager at Rydges Capital Hill Hotel in Canberra, Australia. His early experiences in Switzerland and Australia exposed him to different managerial styles which put him in good stead upon his return to Asia.

Tan's first challenge of the status quo came in 2002 when he was assistant manager of the front office at Grand Copthorne Waterfront Hotel, Singapore.

By means of developing a multi-tasking schedule, Tan allowed workers to move from one role to another within the hotel.

For example, a receptionist at the front desk who wasn't busy could work in the hotel's business center in another role. Through this reform, Tan managed to not only reduce the required number of workers in the hotel, but also cut overall labor costs.

"I believe that you're never too old to learn, and I try to convey this to my team," said Tan. "It is important to be open-minded. A good hotelier actively accepts new things every day and launches effective and feasible innovations."

Tan used his multi-tasking approach to management later when he joined the InterContinental Singapore in 2004. As a result of his successful reforms, Tan came to the attention of leaders at InterContinental Singapore and was soon appointed reservation manager. In this new role, he developed a process to improve service standards and encouraged employees to take initiative in recommending room upgrades, which greatly improved overall sales at the hotel.

Passion for the hotel industry and a sharp eye for change are necessary requirements for any great manager, Tan said.

"A prominent leader should have the quality of great passion, continuous efforts, accumulated experience and an innovative consciousness," he said.