Editorial Board   Guest Author

Ms. Schelske

Beth Schelske

Divisional Vice President - Client Services, Maritz Motivation Solutions

Beth Schelske is Divisional Vice President - Client Services for Maritz Motivation Solutions working with hospitality clients, including major international hotel chains, airlines and casinos. For over 25 years, Ms. Schelske has been working with Fortune 500 clients developing reward and recognition programs, sales incentives, and consumer loyalty solutions. Most recently she helped launch an international consumer rewards program for US based hospitality client with over 3,700,000 active members in more than 50 countries. Prior to joining Maritz, Ms. Schelske was Vice President of Performance Solutions for ITAGroup. In this role, she helped design and manage employee recognition programs for clients in the telecommunications, manufacturing, automotive and pharmaceutical industries. She was a contributing inventor to the 2012 patent “System and Process for Integration of Incentive Award Programs with Existing Management Systems.” She is past president of the Forum for People Performance Management and former board member of the Incentive Marketing Association. She currently serves on the conference planning board for Recognition Professionals, International. She is a graduate of Grinnell College. Maritz Motivation Solutions is headquartered in St. Louis, Missouri and helps companies bring strategies to life by delivering tangible results, reducing costs, increasing productivity and driving growth. Maritz Motivation Solutions also works in collaboration with The Maritz Institute which is an independent network of thought leaders working to create next generation business practices based on human science research.

Ms. Schelske can be contacted at beth.schelske@maritz.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.