Editorial Board   Guest Author

Ms. Starr

Lisa Starr

Principal, Wynne Business

Lisa Starr is the Principal of Wynne Business Consulting & Education, specializing in spa, wellness & salon businesses. Ms. Starr has over 35 years of experience in the beauty & wellness industry. She began her career as a makeup artist with her own line of products, which expanded into multiple salons and spas, and then transitioning into a variety of salon and spa management roles. This management path ultimately lead to a position as general manager of a regional spa chain.

Ms Starr has spent the last 18 years as a consultant and educator, helping owners and operators of spas and wellness facilities maximize their operations performance in both front and back of the house. She has accomplished this while providing exceptional experiences for clients and guests at the same time. Ms. Starr's particular areas of focus include operations, finances & staff compensation, marketing, inventory management, retailing, human resource & leadership development, and business process improvement.

Ms. Starr is the Task Force Chair for the Global Wellness Institute's Consulting Initiative, a Contributing Editor at Dayspa Magazine, and a regular contributor to global trade publications including Spa Business, Spa China and Spa Opportunities a highly-rated speaker at spa and beauty industry conferences, and offers live one-, two- and three-day spa management courses across the globe, as well as through an online learning portal. Ms. Starr is a member of the Institute for Management Consulting.

Please visit http://wynnebusiness.com for more information.

Ms. Starr can be contacted at 610-368-6660 or lstarr@wynnebusiness.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.