Editorial Board   Guest Author

Ms. Taylor

Faith Taylor

Senior Vice President Global Corporate Social Responsibility Officer, Wyndham Worldwide

Faith Taylor currently oversees Wyndham Worldwide Corporate Social Responsibility program's policies and strategies which include sustainability, philanthropy, wellness, diversity, human rights, ethics and responsible sourcing. The program is implemented across 40 hospitality brands, over 36,000 employees and over 100,000 locations in 100 countries. She has overseen the development of the company's corporate policies, strategies, reporting and branding initiatives since she started the Wyndham Green program in 2006. Ms. Taylor is Chair of the Sustainability Working Committee of the World Travel & Tourism Council and Chairwoman of the Board of Directors of the USGBC of New Jersey. She is also a member of the International Tourism Partnership organizations where she has participated in setting industry standards like the Hotel Carbon Metric Initiative and policies. Wyndham is a recognized corporate leader working with the Clinton Global Initiative and the Obama Better Building Challenge in setting leading programs for the built environment. In 2014 the National Diversity Council named her “One of the Most Powerful Women in the Industry”. Under her leadership in 2014 Wyndham was ranked as one of the top 50 Greenest Companies in America by Newsweek and in 2014 was recognized by the Dow Jones Sustainability Index as both World and North American leader in the Hotel, Resort and Cruise line sector and in 2014. CDP has recognized Wyndham as a leader in both performance and disclosure. In 2013, Wyndham Worldwide reduced its carbon emissions by 13% and water is down 16% globally and 25% of its $2.1 Billion supply chain has met the Wyndham Green criteria. Ms. Taylor has experience in P&L management, new business and product development as well as marketing and strategic planning. Ms. Taylor worked at Wyndham Hotel and Resorts where she was responsible for repositioning the brand through innovation and new product development programs. She also oversaw the repositioning, and marketing for the Ramada International brand. Ms. Taylor has worked at Avon Inc., Apple Computer and International Home Foods. She has an MBA from Wharton business school and a BA from Stanford University. She is married with two children. She was born in Japan and is of Asian and African American heritage.

Ms. Taylor can be contacted at 973-753-8613 or faith.taylor@wyn.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.


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