Editorial Board   Guest Author

Ms. Macy

Elaine Macy

Vice President of Group Sales, Preferred Hotel Group

Elaine Macy is Senior Vice President of Group Sales for Preferred Hotels & Resorts, responsible for overseeing the company’s Group Sales division, handling various events around the world and managing a global team of group sales professionals. She joined the company in 2004. Ms. Macy started her career in the travel industry working for World Airways before moving into the incentive travel business, spending five years managing and developing the West Coast operations for Tradewind Tours, a leading Hawaiian corporation. In 1984, Ms. Macy joined Maritz Travel Company as Regional Vice President to pioneer the company’s first West Coast operation. Over a 15-year period, she carried $18 million in sales and had total administrative and sales responsibility for efforts in the region. Shortly thereafter, she opened a new full-service operation for Maritz, turning it into a $40 million group travel and meetings office staffed by more than 100 professionals. The West Coast operation processed more than 40,000 participants each year to destinations around the globe. In 1995, Ms. Macy became one of seven founding partner of Ambassadors Performance Group, serving as Vice President of Sales and running an office in Northern California. Alongside John Ueberroth and Peter Ueberroth, she helped build Ambassadors into a major incentive travel house.

Ms. Macy can be contacted at 949-719-3354 or emacy@preferredhotelgroup.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.