Editorial Board   Guest Author

Mr. Pearson

Pete Pearson

Director of Food Waste, World Wildlife Fund

As Director of Food Waste at the World Wildlife Fund (WWF), the world's leading conservation organization, Pete Pearson leads work on food waste prevention and food recovery, helping businesses understand the vital intersection of agriculture and wildlife and habitat conservation.

At WWF, Mr. Pearson works towards promoting and integrating food sustainability initiatives - his expertise includes zero waste programs, local food hub development, sustainable agriculture, annual corporate social responsibility (CSR) reporting and retail sustainable sourcing. His most recent endeavor at WWF has been co-pioneering the Hotel Kitchen initiative with the American Hotel and Lodging Association (AHLA), with support from The Rockefeller Foundation, to address the issue of food waste within the hospitality industry.

Mr. Pearson has led local and national sustainability programs within the retail grocery industry; has over 10 years of technology experience with companies including Hewlett-Packard, Accenture and Albertsons; has worked with public schools and hospitals as an independent sustainability consultant, co-founded a sustainable agriculture non-profit, and co-produced a documentary film on local and regenerative agriculture (www.ToLiveLocal.com ). He is also a co-founder of the Idaho Center for Sustainable Agriculture (ICSA), which promotes local and sustainable food communities through research, collaboration with farmers and the expansion of local food distribution.

Please visit http://www.wwfus.org for more information.

Mr. Pearson can be contacted at +1 202-293-4800 or Pete.Pearson@wwfus.org

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.