Editorial Board   

Mr. Martin

Maurice Martin

President, COO & Founder, iRise Inc.

Maurice Martin is the president, chief operating officer and founder of iRise, the world's leading application definition software company which enables companies to visually simulate business applications before they are built. Mr. Martin founded iRise as a consulting firm on an early and accurate prediction of Java acceptance and Internet growth in 1996. Having driven more than 300 client application development engagements, he recognized a need to bridge the communication gap between business and IT stakeholders in an effort to reduce rework and bring applications to market faster. In 2002, he led the company in productizing the offering and introduced simulation software to the market. In addition to his business management role, Mr. Martin shapes the iRise vision and guides the product roadmap. Mr. Martin gained his business and technology acumen during tenures at Deloitte Consulting and Accenture. Prior to iRise, he was a systems analyst and project manager at Deloitte Consulting, having worked extensively on trading and portfolio systems for clients such as Montgomery Asset Management and PIMCO. As a consultant and systems analyst at Accenture, Mr. Martin worked on general ledger, billing, trading and portfolio systems for clients such as The Capital Group, Kaiser Permanente and Southern California Gas Company. His core strength lies in streamlining business processes and applying innovative business technology. He earned a B.S. in electrical engineering from the University of California at Santa Barbara.

Mr. Martin can be contacted at 310-426-7886 or mmartin@irise.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.