Editorial Board   Guest Author

Ms. Streeter

Pam Streeter

Vice President Distribution and Marketing, Interstate Hotels & Resorts

Pam Streeter is the vice president distribution & marketing for Interstate Hotels & Resorts. Her responsibilities include using e-commerce to develop new revenue opportunities for direct to hotel business; managing relationships with third-party Web companies; and overseeing Interstate's usage of the GDS, marketing, and rate programs as well all internet and email marketing strategies. In 1999, she was promoted to vice president of electronic distribution and in 2001 took on more responsibilities for marketing. In 2006, Streeter was named one of the Top 25 Extraordinary Minds in Hospitality & Travel Sales & Marketing. She currently serves as President of the HSMAI DC Chapter and holds board of director's position for the HSMAI Foundation, HSMAI Americas Board and the Hotel Electronic Distribution Network Association (HEDNA). She is on the Technology Committee for Historic Hotels of America and has served as an Advisory Board Member for VFM, a Toronto based corporation and chair of the Hotel Electronic Distribution Network Association's (HEDNA) distribution action committee, previously served as co-chair of the education committee for HEDNA, has contributed to industry publications and a graduate of the University of North Texas.

Ms. Streeter can be contacted at 703-387-3360 or Pam.streeter@ihrco.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.