Editorial Board   

Mr. Waddell

Michael Waddell

Managing Director, INTEGRITYOne Partners

Michael Waddell began his career preparation by excelling at George Mason University, where he earned his Bachelor of Science in Computer Science. While working on his degree, he envisioned a professional services firm that would deliver superior business and IT solutions to clients in key industries with unparalleled integrity. A key differentiator of this organization would be providing consulting professionals challenging work as well as support to successfully pursue their own professional, family, and community goals. INTEGRITYOne Partners is the realization of this vision. Understanding that first-hand experience was vital to his success, Waddell spent five years with Ideas Commercial Systems, a high-tech software development and support company. As a key contributor to the organization, he gained deep functional experience in system architecture, software development lifecycles, testing, and quality assurance. Waddell was selected to spend several months with a high-profile customer, Microsoft, to institute program management standards, solution delivery processes and service level agreements to create "true" performance standards. Waddell was later recruited to join a consulting firm specializing in telecommunications. His responsibilities included the design, implementation, and management of multi-tiered applications, including budgetary and timeline development responsibilities, as well as performance refinement and flow analysis. Working with MCI and other telecommunication leaders, Waddell enhanced the programmatic, budgetary, and business disciplines he developed earlier in his career. In 1995, Waddell founded Prizum, an IT solutions provider. Initially focused solely on the hospitality and leisure industry, Waddell applied his first-hand knowledge of how systems enable operations and, ultimately, a rich guest experience to the development and integration of hospitality enterprise architectures. He also met customers' needs in the areas of software product evaluation, automation of functional testing, and through the development of a simplified workflow system created to more efficiently manage and track system rollouts at the enterprise level. In 2000, Waddell partnered with Michael Stabolepszy to found INTEGRITYOne Partners, expanding on Prizum's focus areas and building the company to reflect these changes. This expansion includes strategically building trusted relationships and delivering an integrated set of business consulting, technology solutions, and innovation research and development services to hospitality, government, and financial services enterprises. Waddell^aEURTMs rich and varied experience allows him to ensure that clients' technical and business requirements are met, while also providing manageable work-life balance for the INTEGRITYOne team, which is enjoying its sixth year in operation. For more information, visit www.ionep.com. Waddell lives in Falls Church, Va., just outside Washington, D.C. He is active in professional and community organizations, including Hotel Technology Next Generation (HTNG), Hotel Financial & Technology Professionals (HFTP), Open Travel Alliance (OTA), the Starlight Starbright Children's Foundation, and Toys for Tots.

Mr. Waddell can be contacted at michael.waddell@ionep.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.