Editorial Board   Guest Author

Mr. Segar

Adrian Segar

President, Conferences That Work

Adrian Segar has designed, organized, and facilitated conferences for thirty years. He has been designing participant-driven and participation-rich events, commonly known as unconferences, since 1992. His book Conferences That Work: Creating Events That People Love, published in November 2009, has been described as "THE how-to manual" on creating events that truly engage and capitalize on attendees' collective wisdom and experience. Mr. Segar blogs regularly on event design, logistics, presentations, and many other related topics at www.conferencesthatwork.com. Mr. Segar is an acknowledged innovator and speaker on participant-driven event design. In May 2011, BizBash Magazine named him as one of "The 68 Most Innovative Event Professionals". He is also an enthusiastic proponent of the Meeting Architecture movement that aims to recast our ideas about how event professionals think about meeting design. Mr. Segar has a Ph.D. in elementary particle physics, owned a solar energy manufacturing company, taught college level computer science for ten years, and was an independent information technology consultant for over twenty years. He lives in Marlboro, Vermont, is the president of two non-profits - edACCESS and the Marlboro School Association - and loves to sing and dance.

Mr. Segar can be contacted at 802-254-3566 or adrian@segar.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.