Editorial Board   Guest Author

Ms. Hammond

Tara Hammond

Group Corporate Social Responsibility and Sustainability Manager, Shangri-La Hotels and Resorts

Tara Hammond was named the group corporate social responsibility and sustainability manager at Shangri-La Hotels and Resorts in May 2016. Previously, Ms. Hammond was the area CSR and sustainability manager for non-China hotels. She joined the group in 2011 as the area CSR and sustainability manager for resorts. During her time at Shangri-La Hotels and Resorts, Ms. Hammond has contributed to the strategic development and implementation of corporate social responsibility through Sustainability, Shangri-La's Social Responsibility Programme, across the group's 96 properties worldwide. Sustainability encompasses environmental protection and community relations programs. In addition, Ms. Hammond has coordinated group-wide CSR initiatives, launching the Shangri-La Cares campaign to raise funds for relief and rebuilding projects. The group's CSR programs are measured by the Dow Jones Sustainability Index and Hang Seng Sustainability Index and have been recognized by industry awards. Shangri-La's Tanjung Aru Resort & Spa, Kota Kinabalu, won the Intel AIM-Corporate Social Responsibility Award given by the President of the Philippines in 2011. Shangri-La Hotels and Resorts CSR work was recognized at the Travel + Leisure Global Vision Awards for Leadership, and was a finalist at both the Conde Nast Traveler World Savers Awards and WTTC Tourism for Tomorrow Awards. From 2008 to 2010, Ms. Hammond was the environmental and social responsibilities manager at Six Senses Hideaway Zighy Bay in Oman. Prior to this role, Ms. Hammond was a consultant in the Sustainable Tourism Consultancy Project based in Syria. She has also held positions at the Jamaica National Tourist Office in Rome, Al Jazira Hotel and Resort in Abu Dhabi, and began her career in hospitality at The Carlton Hotel in the United Kingdom. Originally from the United Kingdom, Ms. Hammond studied responsible tourism management at the University of Greenwich following graduation from University of Surrey with a bachelor of science in International Hospitality and Tourism Management.

Please visit http://www.shangri-la.com for more information.

Ms. Hammond can be contacted at 212-302-3155 or tara.hammond@shangri-la.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.