Editorial Board   Guest Author

Ms. Fruend

Melissa Fruend

Partner, Global Solutions, LoyaltyOne

Melissa Fruend has over 20 years of expertise in leading the development of consumer loyalty and CRM strategy solutions with specific emphasis on the research and strategies for Millennials. As a Partner at Global Solutions, she is responsible for the Loyalty and CRM Strategic Consulting focus in our practice. She manages a team of consultants and business analysts who offer innovative loyalty strategies to improve customer engagement through increased customer identification that impacts revenues for brands. Industry expertise includes High Frequency Retail, Specialty Retail, Quick Service Restaurant, Grocery, Travel and Hospitality, Entertainment and Financial Services. Recent client relationships include Domino’s Pizza, Abercrombie & Fitch, Caribou Coffee, Darden Giant Eagle, E-Bay, PetSmart, Alaska Airlines, Four Seasons Hotels and Resorts, Tim Horton’s, and Darden Restaurants. Ms. Fruend has held leadership positions with other marketing leaders such as Maritz Loyalty Marketing, DDB and CrowdTwist, in addition to her five + years at LoyaltyOne. Her extensive loyalty background coupled with comprehensive client relationship skills insures brands are delivered quality loyalty expertise based in analytics. In addition to her LoyaltyOne clientele, Ms. Fruend has had the pleasure of working on both consumer and business to business projects with many Fortune 500 companies including Wells Fargo, JPMorgan Chase, Kimberly Clark, Village Roadshow and Walgreens. A frequent contributor on the topics of loyalty and CRM, Ms. Fruend can be found most recently in publications such as The Chicago Tribune, London Times via Raconteur, Direct Marketing News, and Colloquy. Her next speaking engagement will be at the CRMC 2017 conference in Chicago this June.

Please visit http://www.loyalty.com for more information.

Ms. Fruend can be contacted at 416-552-4513 or mfruend@loyalty.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.