Editorial Board   

Mr. McKean

Michael McKean

CEO, The Knowland Group

Michael McKean founded the Knowland Group in 2004. He is directly responsible for the company's strategic planning, operations management and product development. His background in designing and implementing enterprise sized information systems has given him a wealth of knowledge that has served him well as the lead visionary behind the Knowland Group. From 1995-2005, Mr. McKean gained exposure to a variety of business processes, working environments and corporate cultures through his work in the field of information systems. During this time he was employed as a software engineer, systems architect and project manager on a number of projects. These engagements required a deep understanding of how a variety of businesses conducted everything from market research to global securities trading to call center operations. Mr. McKean graduated from the University of Colorado and has taken graduate level courses in information systems. He is an active member in the Washington, DC chapter of the Entrepreneur's Organization and on the advisory board of the Wicomico County Convention and Visitor's Bureau. He is an avid skier and voracious reader. He and his wife, Jennifer, have two children, Melanie and Thomas. For more information please visit www.knowlandgroup.com.

Mr. McKean can be contacted at 302-645-9777 Ext: 204 or MMcKean@KnowlandGroup.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.