Editorial Board   Guest Author

Ms. Fleming

Alisha Fleming

Senior Account Manager, Gallagher Bassett

Alisha Fleming is a Senior Account Manager at Gallagher Bassett. She serves as a single point of contact for client-focused service model, with a specialty in hospitality claims. Ms. Fleming possesses a significant understanding of the hospitality space and the application of all coverage lines to her clients' claims exposure.

In her role as an Account Manager, Ms. Fleming compiles and presents sophisticated data to demonstrate where dollars are being spent, and makes suggestions for improvement to her hospitality programs. She leverages cutting edge technology to support client data needs as well as coordinates proactive claim reviews and discussions to move claims to conclusion. She communicates changes to clients and Gallagher's claim team to support shared objectives. She collaborates and provides custom reporting for client needs.

Prior to her current role, Ms. Fleming was a Claims Manager in one of Gallagher Bassett's National Liability units. In this role, she managed a staff of Resolution Managers, coordinated client meetings and presented on pertinent issues regarding claims handling. She ensured quality claims handling through regular review and auditing of claim files, electronic data compliance, and quality assurance measures.

Ms. Fleming has worked in the claims industry for 19 years with most of her time spent handling hospitality clients to include those with restaurant, hotel and retail claims exposure. She has her BS in Human Environmental Science from Oklahoma State University.

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

Ms. Fleming can be contacted at +1 866-352-0279 or alisha_fleming@gallagherbassett.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.