Editorial Board   Guest Author

Ms. McDargh

Eileen McDargh

Chief Energy Officer, The Resiliency Group

Since 1980, Eileen McDargh has helped organizations and individuals transform the life of their business and the business of their life through conversations that matter and connections that count. She has become known as a master facilitator, an award- winning author, and an internationally recognized keynoter and executive coach.

She draws upon practical business know-how, life's experiences and years of consulting to major national and international organizations that have ranged from global pharmaceuticals to the US Armed Forces, from health care associations to religious institutions. Her programs are content rich, interactive, provocative and playful—even downright hilarious.

In 2018, Global Gurus International, a British-based provider of resources for leadership, communication and sales training, also ranked her 3rd as one of the World's Top 30 Communication Professionals following a global survey of 22,000 business professionals.

She has authored seven books including,  Work for a Living & Still Be Free to Live, Talk Ain't Cheap—It's Priceless, Gifts from the Mountain-Simple Truths for Life's Complexities, My Get Up and Go Got Up & Went, Your Resiliency GPS: A Guide for Growing through Work Life

As a business author and commentator, she has appeared on network news, on radio programs and in business journals and in major metropolitan newspapers. Ms. McDargh is a certified speaking professional (CSP) and her election into the CPAE Speaker Hall of Fame places her among the top 3% of speakers in the United States.

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

Ms. McDargh can be contacted at 949-496-8640 or eileen@eileenmcdargh.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.