Editorial Board   Guest Author

Ms. Oliver

Inger Oliver

Director of Revenue Management, McKibbon Hospitality

Inger Oliver works as Director of Revenue Management and oversees McKibbon Hospitality’s in-house revenue management team, which is responsible for strategizing competitive rates and maximizing profit for more than 80 hotels across the McKibbon portfolio.

Ms. Oliver has been with McKibbon since 2003 and has seen tremendous success in implementing new tactics that drive profit for McKibbon hotels. Headquartered in Tampa, Florida, and Gainesville, Georgia, McKibbon Hospitality creates memorable hospitality experiences that inspire brand and property loyalty. The company is an award-winning leader in hotel development and management, building, renovating and managing hotels for Marriott, Hilton, Hyatt and other iconic hospitality brands. From hand-picking urban sites and imagining the just-for-you details of a guest experience, to overseeing operations and bringing a brand to life, and everything in between, McKibbon shapes inclusive hospitality development.

Prior to her role with McKibbon, Ms. Oliver worked for Marriott International for 17 years. During her time with Marriott, she worked in several roles including Cluster Director of Revenue Management, Director of Reservations Sales, and Reservation Supervisor. Ms. Oliver has won several awards from Marriott including Sales Intensity Award for Exceeding Market Share/RevPar Index (1997); Manager of the Year Award (1997); and Partnership Award with Area Reservation Office (1996).

Ms. Oliver can be contacted at 813-241-2399 or inger.oliver@mckibbon.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.