Editorial Board   Guest Author

Ms. Manchester

Ayrlea A Manchester

Executive Assistant & Sustainability Supervisor, Bellstar Hotels & Resorts

Ayrlea Manchester, has been with Bellstar Hotels & Resorts, working as an EA and as the Sustainability Supervisor since June of 2014. With 6+ years of experience in the hospitality industry, Ms. Manchester feels Bellstar is an excellent fit, a great company, and a fantastic team. She enjoys utilizing her degree as well as learning new skills. She is currently working in some Purchasing and Marketing projects as well. Ms. Manchester recently wrote and submitted a nomination on behalf of Bellstar for the Hotel Association of Canada's Hall of Fame Awards of Excellence: 2014 Environmental award, which they won. A great honour, of which they are very proud. Ms. Manchester was born and raised in a small town in Ontario, with a small ski resort on one side and a beautiful lake on the other. She spent most of her childhood outdoors. As she moved through all levels of schooling, Two of Ms. Manchester's passions were reading and writing. Ms. Manchester attended Wilfrid Laurier University in Waterloo, Ontario, where she graduated with an Honours Environmental degree. She then spent 5 months traveling, visiting Hawaii, New Zealand, Australia, Bali and Southeast Asia. In October of 2013 Ms. Manchester moved from Ontario to Calgary, Alberta. Ms. Manchester's hobbies include reading, writing, swimming, hiking with her dog, snowboarding and horseback riding.

Ms. Manchester can be contacted at 403-695-3463 or ayrleam@bellstar.ca

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.