Editorial Board   Guest Author

Mr. Tadmor

Motti Tadmor

Technology Business Analyst, MICROS Systems, Inc.

Motti Tadmor is the Technology Business Analyst in charge of central systems development for the MICROS OPERA Suite of products. Mr. Tadmor has many years of hotel industry experience having worked for Melia Chen Hotel in Jerusalem, before joining MICROS Systems, Inc. Since joining MICROS in 1998, Mr. Tadmor has gained knowledge across many hotel business products, including property management systems, call centers, loyalty program modules, interfaces, POS, and more. Recently, Mr. Tadmor assumed leadership for the development of the OPERA Revenue Management System. In this new role, Mr. Tadmor is focused on simplifying and stabilizing the world of revenue management, along with other improvements to the MICROS OPERA suite of products. Mr. Tadmor received his Bachelor of Science degree in Hospitality Management from the Business School at Nova Southeastern University, in Fort Lauderdale, Florida.

Mr. Tadmor can be contacted at MTadmor@micros.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.