Editorial Board   Guest Author

Dr. Kimes

Sheryl E. Kimes

Professor of Operations Management, Cornell University School of Hotel Administration

Sheryl E. Kimes is a professor of operations management in the School of Hotel Administration at Cornell University. From 2005-2006, she served as interim dean of the Hotel School and from 2001- 2005, she served as the school's director of graduate studies. She teaches courses in restaurant revenue management, advanced revenue management, service operations management and advanced hospitality operations management. Dr. Kimes's research interests include revenue management and forecasting in the restaurant, hotel, and golf industries. She was given the Lifetime Achievement Award by the College of Service Operations of the Production and Operations Management Society and was honored with the Industry Relevance Award by the Cornell University Center for Hospitality Research in 2010. Dr. Kimes was awarded the La Quinta Research Fellowship, and has received 20 university research grants. She has been listed in Who's Who and has been named as the Cornell University School of Hotel Administration Graduate Teacher of the Year three times. Dr. Kimes has published more than 50 articles in leading journals such as Interfaces, Journal of Operations Management, Journal of Service Research, Journal of Operational Research, and the Cornell Hotel and Restaurant Administration Quarterly. She is the author/co-author of over 30 national and international conference papers and has been an invited speaker at numerous international conferences. Professor Kimes serves as a consultant to many business enterprises around the world. Her work is focused primarily on maximizing revenue management practices. She has served the hospitality industry as a consultant to many business enterprises around the world, including Hyatt Hotels and Resorts, Walt Disney World Resorts, Yum Brands, The Peninsula Group, Aramark, Starwood Asia-Pacific and Troon Golf. Professor Kimes earned her doctorate in operations management in 1987 from the University of Texas at Austin. She also holds an M.B.A. from New Mexico State University; an M.A.P.A. from the University of Virginia; and an A.B. from the University of Missouri.

Dr. Kimes can be contacted at 607.255.3692 or sek6@cornell.edu

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.