Editorial Board   Guest Author

Ms. McCoy

Stevi McCoy

Co-founder, Revel Experiences

Stevi McCoy is Co-founder of Revel Experiences, an engagement marketing firm specializing in experiential solutions. Revel specializes in delivering strategic engagement solutions that drive customer loyalty and bottom line growth. Prior to founding Revel, Ms. McCoy was Executive Director at Circles, Sodexo - the leading global provider of loyalty marketing solutions. For nearly ten years, Ms. McCoy led the sales, design and execution of customer loyalty and marketing programs for key Fortune 50 financial services clients and brands such as BMW, Saks Fifth Avenue, The Ritz-Carlton and British Airways. She also led the comprehensive corporate rebranding following Sodexo’s 2007 acquisition of Circles. Before joining Circles, Ms. McCoy was Senior Director of Marketing and Publicity at Madstone Films in New York, NY. At Madstone she spearheaded the field marketing efforts for a national theater chain and developed promotional and publicity campaigns for art and independent films. Ms. McCoy started her career in marketing and sales at Clicquot, Inc., a wine and spirits importer under the ultra-luxury good conglomerate Louis Vuitton Moet and Hennessy (LVMH).

Ms. McCoy can be contacted at 917-842-9467 or stevi@revelexperiences.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.