Editorial Board   Guest Author

Mr. Pisterzi

Michael Pisterzi

Marketing Manager, Spear One

Michael Pisterzi is the Marketing Manager of Spear One, a full-service meeting planning and sales incentive company in Dallas, Texas. Spear One helps Fortune 1000 clients engage their employees and sales channels through group incentive travel, event planning, recognition & incentive programs, and engagement campaigns - with creativity, flexibility, and a commitment to results. Spear One has won numerous industry awards, including Best Places to Work in the Meetings Industry by Meetings & Conventions magazine and a Motivation Masters Award by Incentive Magazine. Mr. Pisterzi looks to further this trend of industry excellence with the aid of emerging technologies and cutting-edge marketing practices. Mr. Pisterzi arrives at Spear One with a diverse background in mobile app development, B2B sales, digital marketing, pro audio-visual manufacturing & installation, and an obsessive appreciation for all things “tech.” Certified in content and inbound marketing, Mr. Pisterzi looks to develop and curate Spear One's client-oriented resources to the benefit of the industry, as well as current & future clients. This includes the recently published 12.5 Steps to a Perfect Incentive Program, a comprehensive how-to guide packed with 70 pages of incentive tips, actionable advice, and industry research. The Spear One team of meeting planners have also turned out several free e-books focused on group meetings and incentive travel - Meeting Planner Review of All-Inclusive Resorts with candid reviews, ratings, and rankings of their top 36 all-inclusive resorts for groups; the Maui Incentive Travel Guide featuring resort reviews, top group activities, and island fun facts; and The Incentive Travel Guide for Kauai, Lanai, and The Big Island.

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

Mr. Pisterzi can be contacted at 972-661-6081 or michael.pisterzi@spearone.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.

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