Editorial Board   Guest Author

Mr. Carrier

Matt Carrier

Manager of Revenue Strategy, Kalibri Labs

Matt Carrier is a Manager of Revenue Strategy at Kalibri Labs. Kalibri Labs is a firm, based in Washington, DC, that enables hotels to evaluate revenue performance. Previously, Mr. Carrier spent three years as a part of Marriott's Channel Strategy and Distribution working on a variety of initiatives in the online hotel distribution space. These included both industry-wide efforts and product lines within Marriott. Mr. Carrier received a Bachelor of Science from the Cornell School of Hotel Administration and currently serves as the Vice President of the Washington, DC/Baltimore Cornell Hotel Society Chapter.

Mr. Carrier can be contacted at 301-294-4500 or matt@kalibrilabs.com

Coming up in March 2019...

Human Resources: An Era of Transition

Traditionally, the human resource department administers five key areas within a hotel operation - compliance, compensation and benefits, organizational dynamics, selection and retention, and training and development. However, HR professionals are also presently involved in culture-building activities, as well as implementing new employee on-boarding practices and engagement initiatives. As a result, HR professionals have been elevated to senior leadership status, creating value and profit within their organization. Still, they continue to face some intractable issues, including a shrinking talent pool and the need to recruit top-notch employees who are empowered to provide outstanding customer service. In order to attract top-tier talent, one option is to take advantage of recruitment opportunities offered through colleges and universities, especially if they have a hospitality major. This pool of prospective employees is likely to be better educated and more enthusiastic than walk-in hires. Also, once hired, there could be additional training and development opportunities that stem from an association with a college or university. Continuing education courses, business conferences, seminars and online instruction - all can be a valuable source of employee development opportunities. In addition to meeting recruitment demands in the present, HR professionals must also be forward-thinking, anticipating the skills that will be needed in the future to meet guest expectations. One such skill that is becoming increasingly valued is “resilience”, the ability to “go with the flow” and not become overwhelmed by the disruptive influences  of change and reinvention. In an era of transition—new technologies, expanding markets, consolidation of brands and businesses, and modifications in people's values and lifestyles - the capacity to remain flexible, nimble and resilient is a valuable skill to possess. The March Hotel Business Review will examine some of the strategies that HR professionals are employing to ensure that their hotel operations continue to thrive.