Editorial Board   Guest Author

Ms. Schwartz

Janelle Schwartz

VP of Sales, Marketing & Revenue Management, M&R Hotel Management

Janelle Schwartz oversees sales, marketing, e-commerce, revenue management, public relations, social media and corporate social responsibility initiatives for 15 hotels operated by M&R Hotel Management (based in Great Neck, New York) in New York City and the surrounding area.

During her five years with M&R, she developed business plans and established sales offices for eight newly constructed hotels in New York and supported sales and marketing efforts for four existing hotels that joined the portfolio, including two in the Caribbean.

She also initiated and managed multiple property websites and the corporate website, produced sales and marketing collateral for the corporation and its hotels and enacted social media and media relations policies and procedures.

A 30-year hospitality veteran, she previously was vice president of sales and marketing for Stonebridge Companies from 2010 to 2012, responsible for business planning, strategic planning, creation and implementation of sales and marketing campaigns, hotel openings, rebranding, management of operating revenues and sales team leadership.

Prior to Stonebridge, Ms. Schwartz was director of sales and marketing for the Hilton Waikiki Beach in Honolulu from 2009 to 2010, responsible for the resort’s sales, catering and revenue management teams and for managing public relations and advertising.

Earlier in her career, she served in a variety of sales and marketing roles for Prism Hotels & Resorts, Omni Mandalay Hotel, Omni Los Angeles at California Plaza, Harrell Hospitality, Hilton Worldwide, Prime Hospitality and Richfield Hospitality Services. She also served briefly as chief talent matchmaker for Cobalt Careers, an executive recruiting firm in Montvale, New Jersey.

Ms. Schwartz earned a bachelor of arts degree in organizational communications at Arizona State University, Tempe, and a master of business administration degree in communications at Stanford University, Palo Alto, California.

She is a member of the IHG Owners Association.

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

Ms. Schwartz can be contacted at 516-279-4888 or info@mrhotelgroup.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.