Editorial Board   Guest Author

Mr. Sharma

Chinmai Sharma

Vice President Revenue Management, Wyndham Hotel Group

Chinmai Sharma is a successful revenue management leader with more than fourteen years of progressive hospitality experience in the fields of Market Analysis, Revenue Management and Electronic Distribution with companies like Taj Group of Hotels, Hyatt International, Expedia Inc and Wyndham Worldwide. Mr. Sharma joined the Wyndham Hotel Group in 2007 and is responsible for the overall Revenue Management process for Wyndham Hotels and Resorts, Wingate by Wyndham and Hawthorn Suites by Wyndham brands which includes setting strategic direction and alignment for the brands and specific hotels. He also oversees enhancement and delivery of centralized revenue management services to its portfolio of managed and franchised hotels globally. Mr. Sharma holds a B.A with Math from University of Delhi, a Diploma in Economics from the Indian Institute of Planning and Management in India and a joint MBA in Hospitality from ESSEC Business School, Paris and Cornell Hotel School (M.M.H), NY. He is a current board member of HSMAI’s Revenue Management Advisory Board and is a regular speaker and panelist at industry conferences. He is based at Wyndham Hotel Group’s global headquarters in Parsippany, NJ.

Mr. Sharma can be contacted at 973-753-6848 or chinmai.sharma@wyn.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.