Editorial Board   Guest Author

Ms. McCoy

Stevi McCoy

Co-founder, Revel Experiences

Stevi McCoy is Co-founder of Revel Experiences, an engagement marketing firm specializing in experiential solutions. Revel specializes in delivering strategic engagement solutions that drive customer loyalty and bottom line growth. Prior to founding Revel, Ms. McCoy was Executive Director at Circles, Sodexo - the leading global provider of loyalty marketing solutions. For nearly ten years, Ms. McCoy led the sales, design and execution of customer loyalty and marketing programs for key Fortune 50 financial services clients and brands such as BMW, Saks Fifth Avenue, The Ritz-Carlton and British Airways. She also led the comprehensive corporate rebranding following Sodexo's 2007 acquisition of Circles. Before joining Circles, Ms. McCoy was Senior Director of Marketing and Publicity at Madstone Films in New York, NY. At Madstone she spearheaded the field marketing efforts for a national theater chain and developed promotional and publicity campaigns for art and independent films. Ms. McCoy started her career in marketing and sales at Clicquot, Inc., a wine and spirits importer under the ultra-luxury good conglomerate Louis Vuitton Moet and Hennessy (LVMH).

Ms. McCoy can be contacted at 917-842-9467 or stevi@revelexperiences.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.