Editorial Board   Guest Author

Ms. Poling

Monica Poling

Online Editor, TravelAge West

Monica Poling is the online editor at TravelAge West, a leading B2B travel trade publication distributed to retail travel agents throughout the Western United States. She is also edits TravelGlitter.com, a website promoting the importance of community, culture and sustainability in travel. Additionally she provides marketing and social media advice at MonicaPoling.com. Ms. Poling has worked in the hospitality industry for more than 20 years, and in addition to her writing portfolio, she consults for tourism boards, hotels and tour operators on such issues as online promotions and social engagement. Ms. Poling's recent speaking engagements have included the Los Angeles Travel & Adventure Show, the Home Based Travel Agent Forum, the Outside Sales Support Network (OSSN), and the Travel & Tourism Marketing Association (TTMA). Her work at TravelAge West magazine has won numerous awards, including “Top 25 Feature Articles of the Year” by the Trade, Associations and Business Publications International organization and a Bronze Award from the American Society of Business Publication Editors. She has also been published in Bespoke magazine (St. Regis Hotels), Montage magazine, and Preferred Lifestyles. Ms. Poling received her undergraduate degree in Mathematics from the University of California at Riverside, while also pursuing a minor in English.

Ms. Poling can be contacted at 323-466-7019 or editor@travelglitter.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.