Editorial Board   Guest Author

Mr. Ellison

Brett Ellison

General Manager, Kansas City Marriott, Country Club Plaza

Brett Ellison, General Manager of Kansas City Marriott Country Club Plaza, began his career with Marriott International as regional sales manager; moving quickly through multiple leadership roles including director of marketing. Throughout his 18-years as a general manager, Mr. Ellison gained much of his knowledge for the hospitality industry with major brands such as Marriott, Hyatt and Hilton hotels, working his way up to becoming an award-winning general manager in hospitality. Mr. Ellison graduated with honors from the University of South Dakota School of Business and has been recognized as a General Manager of the Year. The Kansas City Marriott Country Club Plaza is an award-winning full service hotel situated in the heart of Kansas City on Country Club Plaza, providing guests access to the best shopping, dining and entertainment the City has to offer. Having went through a design transformation, the Kansas City Marriott Country Club Plaza now features refreshed guest rooms, public areas and event spaces that invoke a contemporary feel reflective of the local community and maintain the Marriott brand appeal, traditions and values.

Please visit http://www.marriott.com/hotels/travel/mcipl-kansas-city-marriott-country-club-plaza for more information.

Mr. Ellison can be contacted at 816-531-3000 or brett.ellison@marriottccplaza.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.