Editorial Board   

Mr. Bendaña

Fred Bendaña

Executive Director of Client Services & Marketing Development, Maritz Motivation Solutions

Fred Bendaña is Executive Director of Client Services and Market Development for Maritz Motivation Solutions, the unit of Maritz that designs and manages employee recognition, loyalty rewards, and sales/channel incentives for leading companies. In this role, Mr. Bendaña leads a team which identifies, defines and develops relevant solutions for clients in the hospitality and retail markets. Through close client collaboration, Mr. Bendaña and his team gain a better understanding of each unique client situation, developing effective loyalty and motivation strategies that increase sales, engage customers and improve overall workforce performance. Mr. Bendaña is also part of the Maritz Institute, a network of thought leaders that serves as a bridge between the latest human sciences research and better business practices. Mr. Bendaña has more than 10 years of experience supporting clients with customer marketing and employee engagement endeavors. He joined Maritz in 2005 as an account manager and was named a Maritz MASTER and Account Executive of the Year in 2010. Prior to Maritz, Mr. Bendaña worked at Solutia and Monsanto, specializing in product management and market development. Mr. Bendaña earned his undergraduate degree in international business and marketing from Saint Louis University and an M.B.A. from Washington University in St. Louis - Olin Business School. He serves on the marketing committee for the board of directors' at the Magic House, a Children's Museum in St. Louis, and is active in the American Marketing Association.

Mr. Bendaña can be contacted at 636-827-1633 or fred.bendana@maritz.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.