Editorial Board   Guest Author

Ms. Couch

Tiffany Couch

CEO, Acuity Forensics

Tiffany Couch is CEO and founder of Acuity Forensics, a nationally recognized forensic accounting firm. She is also the author of “The Thief in Your Company” - a book that explores the financial and emotional impact of fraud on organizations of all sizes.

Over that last 20+ years, Ms. Couch has conducted dozens of financial investigations, managed cases involving tens of thousands of documents, and has testified in state and federal jurisdictions. She has worked with local, state and federal officials to support their work (or provide a resource) in several significant embezzlement cases.

Ms. Couch holds a Bachelor of Science in accounting degree cum laude from Central Washington University. She is a Certified Public Accountant (CPA), Certified in Financial Forensics (CFF), and is a Certified Fraud Examiner (CFE).

Ms. Couch is the former Chairwoman of the Board for the Association of Certified Fraud Examiners (ACFE), a long-time faculty member of the ACFE, and a nationally recognized speaker on the topic of fraud and forensic accounting.

Please visit http://www.acuityforensics.com for more information.

Ms. Couch can be contacted at 360-573-5158 or tcouch@acuityforensics.com

Coming up in March 2020...

Human Resources: Confronting a Labor Shortage

With the unemployment rate at its lowest level in decades (3.7%), what has always been a perennial problem for human resource professionals - labor shortage - is now reaching acute levels of concern. It is getting harder to find and recruit qualified applicants. Even finding candidates with the skills to succeed in entry-level positions has become an issue. In addition, employee turnover rates remain extremely high in the hotel industry. As a result of these problems, hotel HR managers are having to rethink their recruitment strategies in order to hire the right talent for the right job. First, hotels have been forced to raise their wages and offer other appealing perks, as a way to attract qualified candidates. Secondly, HR managers are reassessing their interviewing techniques, focusing less on the answers they receive to questions and more on observable behavior. Part of this process includes role-playing during the interview, so that the recruiter can gauge how a candidate works through specific problems and interacts with other team members. Additionally, some HR managers are also creating internal talent pools as a way to address labor shortages. Instead of utilizing department resources to find new hires with specific skills for needed positions, hotels are cultivating talent pools internally and preparing their employees to assume leadership roles whenever the time comes. They are also placing greater emphasis on a company culture that is more performance-based, as a way to curb employee turnover, increase employee satisfaction, and assure higher levels of customer service. Finally, recognizing the importance of employee retention as a way to lessen the impact of a tight labor market, some HR managers are instituting generous reward programs in order to retain their top performers. The March Hotel Business Review will explore what some HR professionals are doing to address these and other issues in their departments.