Editorial Board   Guest Author

Ms. Melanson

Judy Melanson

Vice President Travel & Hospitality Practice Leader, Chadwick Martin Bailey

Judy Melanson's clients include the Hilton Family of Hotels, Royal Caribbean, MTV, and Avis/Budget Rent-a-Car. They frequently call upon her for the experience, insight, and focused use of market information she employs to drive strategy on their highest visibility research projects. Ms. Melanson's expertise focuses on current (and potential) high value customers and supports marketing communications and brand/product development; loyalty program benefit optimization to find the sweet spot between cost management and customer preference; and brand health monitoring to map the market’s connection to brand and focus on actions to strengthen relationships. Ms. Melanson applies high-end analytics to assist clients with business-focused and action-oriented recommendations. She has been with CMB for 20 years. Prior to joining Chadwick Martin Bailey, Ms. Melanson was a Sales Executive for a Resort Hotel, sold timeshares, and was a tour guide in Scotland. She has served as the President of the Boston Chapter of the American Marketing Association and frequently speaks at industry conferences. She is frequently published in Loyalty Management, Hospitality Executive, Sales and Service Excellence, The Journal of Business Strategy, and Sales and Service Excellence. Ms. Melanson earned her B.A., magna cum laude, from Boston College and her M.B.A., cum laude, from Babson College. Clients such as the Hilton Family of Hotels, Royal Caribbean, MTV, and Avis/Budget Rent-a-Car frequently call upon Ms. Melanson for the experience, insight, and focused use of market information she employs to drive strategy on their highest visibility research projects.

Ms. Melanson can be contacted at 617-350-.8922 or judym@cmbinfo.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.