Editorial Board   Guest Author

Mr. Pesik

Greg Pesik

President and CEO, Passkey International

Greg Pesik is President and CEO of Passkey. Mr. Pesik brings extensive hospitality and travel information technology experience to Passkey. Prior to joining Passkey, Mr. Pesik served as Senior Vice President of Transport, Travel, and Hospitality at Talus Solutions which was acquired by Manugistics in late 2001. During his tenure, Mr. Pesik helped position the company as the leading provider of profit optimization technologies and orchestrated Talus Solution's move into new industries such as gaming. Before joining Passkey, Mr. Pesik oversaw an industry portfolio that included hotels, passenger airlines, cruise lines, cargo, ocean shipping, rail, trucking, and rental cars. Prior to Talus Solutions, Mr. Pesik was Vice President and Director of Business Development at Aeronomics, Inc. where he first entered the field of yield and revenue management software. He has also held lead consulting and management positions for Andersen Consulting (Accenture) and KPMG Peat Marwick (Bearing Point), both in the fields of hospitality and travel. He is a frequent guest lecturer at Cornell University and speaker at industry forums. Mr. Pesik holds an MBA from the Johnson School at Cornell University and a Bachelor of Science degree from the Cornell School of Hotel Administration.

Mr. Pesik can be contacted at 617-237-8200 or gpesik@passkey.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.