Editorial Board   Guest Author

Mr. Branham

Leigh Branham

Founder & Principal, Keeping the People, Inc.

Leigh Branham, SPHR, is Founder and Principal of Keeping the People, Inc., Overland Park, Kansas, a talent management consulting firm which helps organizations analyze root causes of turnover and employee disengagement, then develop and implement employer-of-choice strategies. His previous experience includes serving as Leader of the Talent Management practice for Right Management Consultants' Heartland region. Mr. Branham has authored three books on employee engagement and retention, including his most recent (coauthored with Mark Hirschfeld)—Re-Engage: How America's Best Places to Work Inspire Extra Effort in Extraordinary Times (McGraw-Hill, 2010). Re-Engage is based on 2.1 million employee engagement surveys from 10,000 employers and reveals six universal drivers of employee engagement that characterize best places to work regardless of industry, size, or geographic location. In cooperation with the Saratoga Institute, Mr. Branham wrote The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It's Too Late (AMACOM Books, 2005)--about the root causes of employee disengagement and turnover, based on post-exit surveys of more than 19,700 employees in 17 industries conducted from 1998 through 2003. Released in January, 2005 this book was selected by businessbookreview.com and The Library Journal as one of the top 30 business books of the year and was released in audio summary form by Executive Soundview. His first book, Keeping the People Who Keep You in Business, was published by the American Management Association in 2001 and featured hundreds of innovative employee retention best practices. It was named by the Harvard Management Update as one of the top three books on the topic and has been published in several foreign-language versions. Mr. Branham received a bachelor's degree in English Literature from Vanderbilt University, has two Master's degrees from the University of Missouri-Columbia. He has 25 years experience in human resource consulting, and speaks frequently on the topics of employee engagement/retention, career development in organizations, employment practices, workforce trends, leadership, and management development. Mr. Branham is recognized internationally as an authority on employee engagement/retention, and has delivered presentations and management training in China, Argentina, Chile, Paraguay, Canada, Malaysia, and Poland. Mr. Branham has been interviewed on National Public Radio, published in The Harvard Business Review, and quoted in Business Week, The Los Angeles Times, The Chicago Tribune, and many others through The Associated Press, as an expert on employee retention. He publishes a quarterly e-newsletter—Keeping the People Report. Mr. Branham is also a member of the Society for Human Resource Management SHRM, and has achieved certification from SHRM as a Senior Professional in Human Resources (SPHR). Leigh Branham in his own words: "If there is one thing that I've learned in my business career and in my research into what works to motivate, engage, and keep the right people, is that good management, a positive culture, and caring leaders are far more important than pay and benefits. I get tremendous satisfaction from helping leaders and managers identify and implement the employee engagement practices that best align with their business objectives, talent marketplace, and current workforce." For more information, visit www.keepingthepeople.com

Mr. Branham can be contacted at 913-620-4645 or LB@keepingthepeople.com

Coming up in October 2020...

Revenue Management: Maximizing Profit

Hotel Revenue Management continues to evolve at a blistering pace. Driven by technological innovation and new distribution channels, there are some dynamic opportunities for expansion in this fast-growing field. The technology is primarily designed to help revenue managers further refine their operations and pricing models to maximize hotel profit. For example, hotels can't be all things to all people, so a key strategy is to precisely identify their target audience. By employing geo-targeting techniques and analyzing behavior such as previous bookings, on-property purchases and online shopping practices, there is an increased capability to define guest demographics. By segmenting customers in more specific ways, hotels are able to create more personalized experiences which, in turn, allow managers to optimize their room rates. It is also an effective way to fulfill the unique needs and preferences of the individual. Another methodology is to consistently monitor the competition's pricing strategies. There are software tools that analyze a competitor's current rates, and then allow a hotel to make its own pricing adjustments. It is also a useful means to conduct forecasting models. Other technologies that are being integrated into a revenue manager's toolkit include Artificial Intelligence in the form of automated algorithms, and Voice Recognition (VR) for data inquiries, rate changes, and booking behavior. Predictive and analytic software programs are also being leveraged to provide more forward-looking data, instead of the usual reliance on historical performance. These metrics allow managers to be more proactive - rather than reactive - with their revenue strategy. The October issue of the Hotel Business Review will examine these developments and report on how some leading hotels are executing their revenue management strategies.