Editorial Board   Guest Author

Ms. Wiesenfeld

Nancy Wiesenfeld

Vice Presidentt of Strategic Accounts, iPerceptions

Nancy Wiesenfeld is the Vice President of Strategic Accounts at iPerceptions and is responsible for overall account management, growth, and retention. Managing a team of Strategic Account Managers, she ensures that deep, strategic relationships are developed with our top customers and that iPerceptions’ brand footprint is expanded through existing customer networks. Previously, she was Director of Insight where she was responsible for supervising deliverables for all analysis projects in addition to directly managing clients in the Hospitality sector. She joined iPerceptions in 2005 after 15 years in the market research and advertising industries. Beginning her career at Tandemar Research (now iPSOS ASI), Ms. Wiesenfeld was a Data Specialist where her focus was on data synthesis and analysis. Her position grew to Manager of the Data Specialist team, where she oversaw daily operations of the group. In 1997, she joined Research One International, a market research company specializing in pharmaceutical market research. Having a strong base knowledge of data structure and analysis, she worked as a Project Manager - and ultimately Senior Project Manager, where she managed several qualitative and quantitative research projects and provided actionable recommendations in support of brand growth for companies including Pfizer, Merck Frosst, Sanofi-Aventis and Schering-Plough. Having an interest in seeing “another side of the marketing coin”, Ms. Wiesenfeld joined the advertising agency Publicis in 2002 as an Account Director focusing on consumer packaged goods and government policy clients in the healthcare sector. She was involved with the development and success of digital and non-digital communications as well as multi-channel planning, and developed differentiating brand strategies and tactical programs. Offering a rare blend of analytical and relationship-building skills, Ms. Wiesenfeld has achieved exciting company and research turnarounds and is recognized for her success in fostering productivity and team building, as well as her ability to analyze customer data and turn it into actionable client insight.

Ms. Wiesenfeld can be contacted at 877-796-3600 or nwiesenfeld@iperceptions.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.