Editorial Board   Guest Author

Ms. Lapierre

Michelle Lapierre

Senior Director of Customer Experience and Social Media, Marriott Rewards

Michelle Lapierre is on the leadership team of Marriott Rewards, voted best hospitality loyalty program with 18 brands in 72 countries and over 48 million members worldwide. She sets the strategic direction for the Marriott Rewards social media channels to drive new member enrollment, engagement, trust, preference and loyalty. Her team is also responsible for representing the voice of the customer inside the company, ensuring focus on enduring relationships and meaningful recognition. Ms. Lapierre is an independent thought leader in the area of human-to-human relationships between consumers, the brands they love and the needs they wish to fulfill. She combines her first-hand experience in hotel operations, account sales and social media marketing with strong research and innovation skills to contribute to Marriott’s impressive growth. Ms. Lapierre received her B.A. degree from Michigan State University with a dual major in psychology and sociology; and her Masters in Management at the University of Redlands.

Ms. Lapierre can be contacted at 301-380-3000 or michelle.lapierre@marriott.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.