Editorial Board   Guest Author

Mr. Smart

Bruce Smart

Strategic Account Executive, Maritz Motivation

Bruce Smart is a Strategic Account Executive at Maritz Motivation.  Mr. Smart is responsible for taking the lead position in helping his clients attract, engage and retain their valued employees and end consumers using the latest in behavioral and decision science practices. His 29-year career at Maritz spans a wide base of industries, most recently with an emphasis in hospitality solutions. He and his account teams have been recognized formally by both Maritz and his clients as innovators and significant value contributors.

Mr. Smart holds a Masters in Business Administration from the University of Missouri - St. Louis and a Bachelors in Economics from the University of Missouri - Columbia. Maritz Motivation helps companies drive growth by forming actionable insights that release the untapped potential of any company's most valuable asset - their people. Our customer loyalty, employee engagement, and sales/channel incentive programs enable people to establish and extend themselves through their companies, careers or favorite brands. Today, more than 450 million people participate in our clients' programs representing the hospitality, manufacturing, healthcare, automotive, and financial services industries.

Maritz Motivation's unparalleled industry experience, decades of behavioral science research, and proprietary approach to data allow us to move past just describing and diagnosing vulnerabilities; it enables us to prescribe solutions and predict growth that motivates human performance like no other company in the world. You can also stay up to date and join in the conversation on the latest behavioral science principles at https://peoplescience.maritz.com/.

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

Mr. Smart can be contacted at +1 636-827-2944 or bruce.smart@maritz.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.