Editorial Board   Guest Author

Mr. Fisher

Andy Fisher

Chief Analytics Officer, Merkle, Inc.

As chief analytics officer at Merkle, Mr. Fisher's primary responsibility is driving Merkle analytics innovation, especially in digital, social and media analytics areas. Prior to joining Merkle, Mr. Fisher was the Executive Vice President, Global Data & Analytics Director at Starcom MediaVest Group (SMG), where he led the SMG global analytics practice. In this role he built and managed a team of 150 analytics professionals across 17 countries servicing many of the world’s largest advertisers. Prior to that role, Mr. Fisher was Vice President and National Lead, Analytics at Razorfish, where he led the digital analytics practice and managed a team of modeling, media data, survey, and business intelligence experts. He and his team were responsible for some of the first innovations in multi-touch point attribution and joining online and offline data for many of Fortune 100 brands. Mr. Fisher has also held leadership positions at Personify and IRI. Andy is an avid traveler having visited more than 100 countries. He also follows the chess world and is the former US high school chess champion. Mr. Fisher holds a bachelors degree in mathematics from University of California Berkeley and a masters degree in statistics from Stanford University.

Mr. Fisher can be contacted at 877-963-7553 or afisher@merkleinc.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.