Editorial Board   Guest Author

Mr. Lomanno

Mark Lomanno

Executive Board Member, newBrandAnalytics

Mark V. Lomanno is an Executive Board Member at newBrandAnalytics. In that role he not only serves on the company’s Board of Directors but also has taken an active role in the management of the company. In that capacity, Mr. Lomanno will help shape the company’s strategic direction, creating and enhancing new customer satisfaction research solutions and building relationships with hospitality brands, owners and operators. Mr. Lomanno is the former President and Chief executive officer of Smith Travel Research (STR), the hotel industry’s global authority on current trends in supply, demand, occupancy and room rates. Under Mr. Lomanno’s 15 years of leadership, the company grew from a U.S. firm to the most respected name in global hotel benchmarking. Prior to leaving STR, Mr. Lomanno co-authored “Distribution Channel analysis: a Guide for Hotels”, the definitive study on the lodging industry’s on-line environment. Mr. Lomanno serves on the advisory board of the Center for Hospitality Research at Cornell University and the University of Delaware’s school of Hotel, Restaurant and Institutional Management, is an active member in the Hotel Development Council of the Urban Land Institute and is a named Conti Professor at Pennsylvania State University. Because of his in-depth understanding and knowledge of current industry issues, Mr. Lomanno is asked to give numerous speeches at industry conferences, industry seminars and company meetings throughout the year. He is also a frequent lecturer at the School of Hotel administration at Cornell University. Mr. Lomanno has published numerous articles in industry publications across the major news outlets.

Mr. Lomanno can be contacted at 202-654-7053 or mark@newbrandanalytics.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.