Editorial Board   Guest Author

Ms. Adair

Nicole Adair

Area Director of Revenue Management, SHR

Nicole Adair joined SHR in 2015 after working in corporate revenue management for a diverse portfolio of hotels across the mainland United States and Hawaii. As a Certified Revenue Management Executive, she has extensive experience in directing connectivity and channel interfacing initiatives for multiple CRS, PMS, and channel management platforms. Her effective room inventory and channel management strategies have resulted in double-digit revenue growth and positive RevPAR index percent change across a large portfolio of properties. Ms. Adair has widespread experience working with several independent properties and brands in varying markets from urban hotels to beach resorts, and she draws on this experience when directing revenue strategy initiatives for SHR clients. Ms. Adair holds a Bachelor of Arts in Russian and is currently pursuing her Master of Science in Hospitality Management.

Please visit www.shr.global for more information.

Ms. Adair can be contacted at 800-252-0533 or nadair@shr.global

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.