Editorial Board   Guest Author

Ms. Benjamin

Beth Benjamin

Senior Director of CX Strategy Research Group, Medallia

Beth Benjamin is the senior director of Medallia’s CX Strategy Research group. She has more than 20 years of experience conducting research, teaching and writing in the field of organizational science. Formerly the head of the Stanford Graduate School of Business’ Center for Leadership Development & Research and the Stanford GLOBE Initiative, Ms. Benjamin has led research and consulting projects for large organizations, small startups, nonprofits and professional services firms, often on an international scale. Previously, she was an organizational behaviorist at the RAND Corporation, where she conducted research in the areas of human resource strategy, implementing large-scale change, and employment law. During that time she also held a joint appointment at the University of Southern California’s Marshall School of Business. Ms. Benjamin has authored a number of articles published in both scholarly journals and the applied business press. She earned her Ph.D. in Business Administration (Organizational Behavior) from Stanford University; M.A. in Industrial/Organizational Psychology from the University of Maryland; and B.A. from Cornell University.

Please visit http://www.medallia.com/resource/engaging-customers-through-social-media-making-it-operational/ for more information.

Ms. Benjamin can be contacted at 650-321-3000 or bbenjamin@medallia.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.