Human Resources, Recruitment & Training
Cara Silletto
  • Human Resources, Recruitment & Training
  • Understanding the Millennial Mindset
  • Ever wonder what planet your new hires are from? For most, it is called Millennialland. It is my homeland, and it is a whole different world than where Boomers and GenXers were born. So why are your younger workers from this strange land so hard to understand, manage and retain? Why is it that they lack the loyalty of those who came before them? Why do they need so much handholding in the workplace? And where does this tremendous sense of entitlement come from? Allow me to explain. Read on...

Nicole Price
  • Human Resources, Recruitment & Training
  • The Real Problem with Political Correctness
  • You’re just being politically correct! In America, being politically correct has taken a new meaning and now has a negative connotation. But why? Definitions can help identify the reason. The definition of political correctness is “the avoidance, often considered as taken to extremes, of forms of expression or action that are perceived to exclude, marginalize, or insult groups of people who are socially discriminated against.” In simple terms, political correctness is going to the extreme to avoid insulting socially disadvantaged groups. What could be wrong with that? The issue is not them or the term, it’s us! Read on...

Kimberly Abel-Lanier
  • Human Resources, Recruitment & Training
  • A New Model for Global Employee Engagement
  • Engaging and retaining talented, trained workers is a critical component of success for any business in any sector. When employees are disengaged or turnover is high, organizations face challenges of subpar customer service, high costs, and human resource inefficiencies. Gallup estimates rampant disengagement among employees costs American businesses between $450 billion and $550 billion per year. High turnover also carries exorbitant costs to organizations, averaging approximately 1.5x an employee’s salary for replacement. In the hospitality sector, delivery of impactful customer experiences is strongly connected to employee engagement and satisfaction. Happy, engaged employees can make happy, loyal customers. Currently; however, the hospitality sector suffers higher than average employee turnover. Read on...

Michael Warech
  • Human Resources, Recruitment & Training
  • How the Hospitality Industry is Rethinking Development for its Next Generation of Leaders
  • So where will we find the next generation of leaders in the hospitality industry? Like their counterparts in other business sectors, this question remains top-of-mind for those responsible for finding, managing, and developing the talent needed to ensure the vitality of their organizations. While, arguably, not as glamorous as a new guest amenity or as important as a cost-saving innovation, there is nothing more critical than talent to succeed in an increasingly competitive and challenging global business environment. Leveraging the best strategies and tactics related to talent management, succession planning, workforce planning, training and leadership development are, quite possibly, a company’s most critical work. Read on...

Miranda  Kitterlin, Ph.D.
  • Human Resources, Recruitment & Training
  • Five Ways to Promote Work Life Balance
  • How would you like to decrease employee satisfaction, decrease employee performance, increase burnout, and encourage employee turnover? Not very appealing? Well, the good news is that there are some relatively easy ways to make your employees happier, more loyal to your organization, and thus more likely to perform well and stick around. The secret: work-life balance. Before we jump into our tips for improving work-life balance in your organization, we must first define what we mean by “balance.” When you think “balance”, you probably think 50/50 or a scale with equal weight on each end. Read on...

Rebecca Barnes-Hogg
  • Human Resources, Recruitment & Training
  • Don't be Fooled by the Perfect Resume
  • You found your perfect candidate. Their resume is a dream come true—it matches your requirements exactly and you hire him or her. The anticipation of having this amazing person on your team builds as you eagerly look forward to their first day on the job. Once they are on board, however, your excitement quickly turns to dread as you realize your perfect candidate fails to live up to their perfect resume. Have you found the perfect candidate and on their first day of work, that candidate was not what you expected? This happens far more often than one might expect, and it can be avoided with some strategic thinking about your recruiting process. Read on...

Ken Greger
  • Human Resources, Recruitment & Training
  • Are Robots and Artificial Intelligence Real-Life Threats to Humans and Their Jobs?
  • A robot first appeared in a motion picture in 1919, The Master Mystery. The machine was called “the Automaton,” as the term robot would not be used until 1920. Since then our imaginations have been led by humanoid machines capable of capturing our hearts (R2D2) to threatening our very destruction (Westworld, The Terminator). A common theme among these robots was an intelligence, sometimes sinister and sometimes benevolent, but always present. The movies implanted a mental image of a robot, but don’t be unduly alarmed – C3P0 is not yet on the horizon. Robots have reshaped manufacturing, technology, aerospace and online retail/warehouse supply chain structure and process. Read on...

Sherri Merbach
  • Human Resources, Recruitment & Training
  • Caught in the Engagement Survey Spin Cycle?
  • Employee engagement in the U.S. is a mess. Gallup tells us only 32% of our employees are engaged, and that figure has hardly budged over 15 years. Worse, Deloitte says we are about to spend $1.53 billion a year to “fix” it. Unless we get smarter, we’ll be flushing that fortune instead of fixing. It gets worse. Again according to Gallup, those remaining 68% are either sleepwalking or sabotaging. So unless your company is different, two-thirds of your employees aren’t giving their all. One has to wonder: How much better would our economy be if we solved employee engagement? Read on...

Arte Nathan
  • Human Resources, Recruitment & Training
  • The Hope and Promise of a Second Chance
  • It started as a favor: a local politician looking to help a constituent find a job. As Steve Wynn’s HR guy, I was responsible for hiring lots of people and told him I had some ideas: try this guy out as a laborer and see how it works out. At the time we had more applications than we needed, but this seemed like the right thing to do. As I learned, good intentions like this need experience to make them successful. Read on...

Robert M. O'Halloran
Suzanne McIntosh
  • Human Resources, Recruitment & Training
  • Retaining Great Salespeople
  • Great hotel salespeople are hard to find. Our Sales Leaders and Talent Recruiting Professionals commit time, money and energy recruiting for high performing, passionate and productive salespeople. Our best salespeople consistently drive revenue, inspire confidence and loyalty with our customers, generate new business, increase brand trust and contribute to the company culture. Conversely, turnover is expensive and negatively impacts our property’s performance. Successful leaders must cultivate engaging environments and maintain high business standards to retain their salespeople and to create successful teams. Read on...

Cynthia M. Schuler
  • Human Resources, Recruitment & Training
  • Does a Positive Organizational Culture Contribute to Retention?
  • The key to retaining good talent in the hotel industry is in developing and maintaining a positive organizational culture. We all know what it is like to work in an environment with a positive organizational culture. The feeling is infectious and the energy is electric. When employees are happy, they come to work and display an enthusiastic attitude about being a part of something special. In addition, they display loyalty and commitment and produce results. If happiness exists as a result of a positive organizational culture, an employee will likely stay with the hotel as opposed to leaving for an opportunity at another hotel. Read on...

Eugenio Pirri
  • Human Resources, Recruitment & Training
  • The Key to Sustainable Business Success: Be a People Leader
  • In the service sector, people are the lynchpin of any business, and success or failure hinges upon them. Though this success can only be unlocked if employees are spotted, nurtured, engaged and developed; the key to which is great hotel leadership. In this exclusive article for Hotel Executive, Vice President for People and Organisational Development at luxury management company, Dorchester Collection, and author of Be A People Leader, Eugenio Pirri, explores what it takes to be a people leader in the 21st Century and why businesses across the world are currently experiencing a leadership deficit. Read on...

Marigrace McKay
  • Human Resources, Recruitment & Training
  • Hire and Keep: Steps in Attracting and Retaining Your Hotel Employees
  • Human Resource leaders in all business sectors are stumped by how to hire the talented employees needed by their businesses in order to meet company strategic objectives. This responsibility is especially difficult in the service sector of hospitality. In no other sector is the one-to-one personal connection more important, perhaps with the exception of medical providers. In hospitality, an employees’ air, attitude, a wrong word or gesture can be perceived badly by the customer – a kiss of death. Or, with another customer the same circumstances can be received with over the top joy, acclaim, compliments, and kudos – a big win! Read on...

Peter McAlpine
  • Human Resources, Recruitment & Training
  • Why Hospitality Does Not Make an Emotional Connection to Its Guests
  • There is increasing awareness in the hotel industry that something intangible is missing in hospitality because generally speaking it is not making the sought-after emotional and energetic connection to the guest’s heart, which will increase revenue and make guests flock to the brand. Hospitality still feels energetically and emotionally weak in spite of all efforts to change this, and I would like to shed some light on why this is so. In short, the hotel industry would make the connection and revolutionise hospitality by changing from the mechanistic Newtonian worldview to the energetic Quantum worldview, which replaced it in 1925. Read on...

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MARCH: Human Resources: Inspiring a Journey of Success

Cara Silletto

Ever wonder what planet your new hires are from? For most, it is called Millennialland. It is my homeland, and it is a whole different world than where Boomers and GenXers were born. So why are your younger workers from this strange land so hard to understand, manage and retain? Why is it that they lack the loyalty of those who came before them? Why do they need so much handholding in the workplace? And where does this tremendous sense of entitlement come from? Allow me to explain. Read on...

Nicole Price

You’re just being politically correct! In America, being politically correct has taken a new meaning and now has a negative connotation. But why? Definitions can help identify the reason. The definition of political correctness is “the avoidance, often considered as taken to extremes, of forms of expression or action that are perceived to exclude, marginalize, or insult groups of people who are socially discriminated against.” In simple terms, political correctness is going to the extreme to avoid insulting socially disadvantaged groups. What could be wrong with that? The issue is not them or the term, it’s us! Read on...

Kimberly Abel-Lanier

Engaging and retaining talented, trained workers is a critical component of success for any business in any sector. When employees are disengaged or turnover is high, organizations face challenges of subpar customer service, high costs, and human resource inefficiencies. Gallup estimates rampant disengagement among employees costs American businesses between $450 billion and $550 billion per year. High turnover also carries exorbitant costs to organizations, averaging approximately 1.5x an employee’s salary for replacement. In the hospitality sector, delivery of impactful customer experiences is strongly connected to employee engagement and satisfaction. Happy, engaged employees can make happy, loyal customers. Currently; however, the hospitality sector suffers higher than average employee turnover. Read on...

Michael Warech

So where will we find the next generation of leaders in the hospitality industry? Like their counterparts in other business sectors, this question remains top-of-mind for those responsible for finding, managing, and developing the talent needed to ensure the vitality of their organizations. While, arguably, not as glamorous as a new guest amenity or as important as a cost-saving innovation, there is nothing more critical than talent to succeed in an increasingly competitive and challenging global business environment. Leveraging the best strategies and tactics related to talent management, succession planning, workforce planning, training and leadership development are, quite possibly, a company’s most critical work. Read on...

Coming Up In The April Online Hotel Business Review




Feature Focus
Guest Service: The Personalized Experience
In the not-too-distant future, when guests arrive at a hotel, they will check themselves in using a kiosk in the lobby, by- passing a stop at the front desk. When they call room service to order food, it will be from a hotel mobile tablet, practically eliminating any contact with friendly service people. Though these inevitable developments will likely result in delivered to their door by a robot. When they visit a restaurant, their orders will be placed and the bill will be paid some staff reduction, there is a silver lining – all the remaining hotel staff can be laser-focused on providing guests with the best possible service available. And for most guests, that means being the beneficiary of a personalized experience from the hotel. According to a recent Yahoo survey, 78 percent of hotel guests expressed a desire for some kind of personalization. They are seeking services that not only make them feel welcomed, but valued, and cause them to feel good about themselves. Hotels must strive to establish an emotional bond with their guests, the kind of bond that creates guest loyalty and brings them back time and again. But providing personalized service is more than knowing your guests by name. It’s leaving a bottle of wine in the room of a couple celebrating their anniversary, or knowing which guest enjoys having a fresh cup of coffee brought to their room as part of a wake-up call. It’s the small, thoughtful, personal gestures that matter most and produce the greatest effect. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.