Editorial Board   Guest Author

Ms. Miller Sander

Dawn Miller Sander

Partner, Conflict Transformation Associates, LLC

Dawn miller Sanders is a partner at Transformation Associates, LLC. As a conflict transformer, mediator and ombudsman Dawn Miller Sander assists teams and leaders on their journey of developing new and effective communications skills, especially skills important to moving through conflict. These skills positively affect organizational results, team members' morale, personal lives, and the related human and organizations costs. Leaders and their teams who embrace this work experience lasting long-term benefits in all areas of their lives. They are empowered with new tools and techniques and are further equipped to create a positive and rippling effect on those in their path. The practice of conflict transformation is a new and emerging concept in the public and corporate sector; however, it has been used by ombudsmen, mediators and alternative dispute resolution practitioners (ADR) for many years to bring peace to the world. Dawn graduated from Eastern Mennonite University's Center for Justice and Peacebuilding with a MA in conflict transformation. Having her degree and twenty plus years as a sales leader at AT&T, she made the decision to bring conflict transformation tools to organizations. Dawn opened Conflict Transformation Associates, LLC in August 2012. She and her business partner bring Conflict Transformation tools and a unique, fun and powerful learning approach to their clients.

Please visit www.transformationllc.com for more information.

Ms. Miller Sander can be contacted at dawn@transformationllc.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.