Editorial Board   Guest Author

Ms. Taylor

Megan (Sterritt) Taylor

Marketing & Public Relations Consultant, KWE Partners

Megan (Sterritt) Taylor has spent close to 15 years involved in all aspects of high-level marketing and public relations, ranging from strategic positioning, crisis communications and creative services to managing luxury hospitality and lifestyle accounts, social media marketing, events and promotions. As the Director of Public Relations at both boutique agencies and within hotels, she's directed a wide-range of programs in the lifestyle and hospitality sectors.

Throughout her career, clients have varied from high-end furniture company Adriana Hoyos and renowned yacht brand Ferretti to high profile resorts, including Boca Raton Resort & Club (Florida), El San Juan (Puerto Rico) and Four Seasons Hotel Miami, and collections like the AAA Five Diamond Grand Velas Resorts (Mexico) and Spain's OD Hotels.

Ms. Taylor has organized and executed social media initiatives, including a food bloggers camp and the first remote #TNI tweetups, featured in leading hospitality and public relations journals for their success in generating "buzz" and traffic to client websites as well as over $60,000 in direct sales.

She has received numerous distinctions in Travel + Leisure's Social Media in Travel and Tourism Industry Awards and HOTELS Magazine's Social Hotels Awards. Ms. Taylor graduated from the University of Miami's School of Communication with a double major in Public Relations and Psychology and a minor in Marketing.

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

Ms. Taylor can be contacted at +1 786-247-4812 or sterritt@kwepr.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.