Editorial Board   Guest Author

Mr. Meade

Bill Meade

Director, Tetra Tech

Bill Meade is a Director with Tetra Tech and is based in Jakarta, Indonesia. Mr. Meade heads Tetra Tech's clean energy and sustainable tourism work. He is currently directing the USAID Indonesia Clean Energy Development (ICED) project supporting energy efficiency and renewable energy project development. Mr. Meade has over 25 years international experience and has led assignments supporting government agencies, industry associations, and private companies in the design and implementation of energy management, environmental management, and sustainable tourism development. He helped introduce Green Globe 21 sustainability certification, and has developed national and regional programs to recognize hotels for sustainability practices. He has also assisted private hotel companies and chains to develop corporate and property-level environmental management programs. Mr. Meade holds a BA in energy and environmental studies from Brown University. Mr. Meade has served on the Governing Council of the Caribbean Alliance for Sustainable Tourism, chaired the board of the Certified Hotel Environmental Manager, and was a guest lecturer at George Washington University and Cornell University.

Mr. Meade can be contacted at 703-387-2134 or bill.meade@tetratech.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.