Ms. Silletto

Cara Silletto


Crescendo Strategies

Workforce thought leader Cara Silletto, MBA, works with organizations of all sizes to reduce unnecessary employee turnover by bridging generational gaps and making managers more effective in their roles. As a Millennial herself, she knows first-hand what it is like to have a heightened sense of entitlement, very little employee loyalty and a dependency upon her smart phone. However, unlike many Millennials, Ms. Silletto has figured out how these attributes were cultivated during her formative years, and she now shares that story with leaders in dozens of industries across the country and even internationally.

What makes Ms. Silletto’s perspective distinct is that she shares from her personal Millennial experience, yet also has more than 14 years of professional background learning managers’ expectations, plus an MBA to help her quantify the business impact of turnover issues on corporations. Ms. Silletto founded her company, Crescendo Strategies in 2012, and now provides HR and retention services for clients nationwide. With her unique voice, Ms. Silletto is a leading consultant on understanding trending causes for turnover and successful strategies for retaining the talent companies can’t afford to lose.

Workforce Magazine in Chicago named Ms. Silletto a “Game Changer” for her innovative approach to solving generational issues in the workplace, and included her on their “Top 10 Company Culture Experts to Watch” list. Cara’s retention advice has been published in magazines such as Forbes, the Boston Globe, and Huffington Post - and over 10,000 people have heard her speak on workforce issues. At age 35, she’s a highly-sought-after national speaker and co-author of the book, What’s Next in HR as well as author of the small guidebook The Millennial Mindset.

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Ms. Silletto can be contacted at 812-207-0739 or

Coming Up In The April Online Hotel Business Review

Feature Focus
Guest Service: The Personalized Experience
In the not-too-distant future, when guests arrive at a hotel, they will check themselves in using a kiosk in the lobby, by- passing a stop at the front desk. When they call room service to order food, it will be from a hotel mobile tablet, practically eliminating any contact with friendly service people. Though these inevitable developments will likely result in delivered to their door by a robot. When they visit a restaurant, their orders will be placed and the bill will be paid some staff reduction, there is a silver lining – all the remaining hotel staff can be laser-focused on providing guests with the best possible service available. And for most guests, that means being the beneficiary of a personalized experience from the hotel. According to a recent Yahoo survey, 78 percent of hotel guests expressed a desire for some kind of personalization. They are seeking services that not only make them feel welcomed, but valued, and cause them to feel good about themselves. Hotels must strive to establish an emotional bond with their guests, the kind of bond that creates guest loyalty and brings them back time and again. But providing personalized service is more than knowing your guests by name. It’s leaving a bottle of wine in the room of a couple celebrating their anniversary, or knowing which guest enjoys having a fresh cup of coffee brought to their room as part of a wake-up call. It’s the small, thoughtful, personal gestures that matter most and produce the greatest effect. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.