Editorial Board   Guest Author

Ms. Kruse

JoAnne Kruse

Founder, HCpartners

JoAnne Kruse has over twenty years experience in the field of human resources, culminating in the founding of the HR consulting services company, HCpartners. HCpartners is dedicated to supporting companies in the areas of Talent, Rewards and Performance. Ms. Kruse and her team leverage their extensive experiences in acquisition and integration, human resources, infrastructure design, and executive leadership to improve the profit and effectiveness of their client organizations, companies located internationally across all industries. Over the course of her career Ms. Kruse has served in a series of HR executive roles, most recently as EVP Human Resources for Travelport Ltd., a Blackstone Group owned portfolio business specializing in technology services for the travel industry. As the senior executive responsible for global HR across a 6,500 person multibillion dollar company, her accountabilities included global HR, facilities, security, PR/communications, and six sigma/re-engineering. A strong business partner and strategic thought-leader, Ms. Kruse played a critical role in the acquisition, structuring and development of more than the two-dozen companies and the personnel acquired to form this industry leader in business-to-business travel technology. Initially a division of Cendant Corporation, Ms. Kruse and the senior executive team led Travelport through an aggressive growth-through-acquisition strategy and then the subsequent spin-off into a top performing private equity portfolio company. Her experiences include corporate acquisitions, divestitures, the IPO of Orbitz Worldwide, executive compensation, board participation, executive recruitment, development and partnership, and cultural transformation across a global scale. Prior to her tenure with Cendant, Ms. Kruse worked in a variety of human resource positions at PepsiCo, Inc./Frito-Lay. Her career also includes HR roles with Bristol-Myers Squibb/Clairol and the Chase Manhattan Bank where she began her career. Jo-Anne received a master's degree from Columbia University and a bachelor's degree from Cornell University. Committed to education and philanthropy, Ms. Kruse is an adjunct professor with Fairleigh Dickinson University, teaching graduate level Human Resource, and she is the Program Director for the Cornell University HR in Hospitality annual conference. Ms. Kruse serves on the Advisory Board for the Leadership Capital Group, a global executive retained search boutique firm, and is an Executive Board Officer of Help Women and Children Now, a NJ-based nonprofit dedicated to improving the health and life experiences of women and children.

Ms. Kruse can be contacted at 973-896-3302 or jkruse@hc-partners.net

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.