Editorial Board   Guest Author

Ms. Moughan

Liz Moughan

Senior Director, Global Industry Practice Group, Kronos Incorporated

As senior director of the global industry practice group at Kronos Incorporated, Liz Moughan is tasked with determining the company's strategic direction across sectors globally. She is also responsible for partnering across sales, services, and customer support to achieve sales growth and customer satisfaction goals. Ms. Moughan joined Kronos in 2003, and since then has served in various marketing roles, most recently as head of the retail and hospitality practice group. Among her notable accomplishments, Ms. Moughan played a key role in the launch of Kronos mobile workforce management solutions working cross functionally with various engineering, marketing, and sales teams. She also frequently travels across the world to talk to Kronos customers and partners, and is well versed in global workforce management strategies. Prior to Kronos, Ms. Moughan worked at a leading high- tech public relations agency, Lois Paul & Partners. Ms. Moughan is a member of the National Retail Federation and the Retail Orphan Initiative and earned her bachelor's degree in Communication Disorders from the University of Massachusetts, Amherst. She is frequently quoted in publications such as RIS News, Reuters, STORES, and The Wall Street Journal.

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

Ms. Moughan can be contacted at 978-250-9800 or lmoughan@kronos.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.