Editorial Board   Guest Author

Ms. McCullough

Lynn McCullough

Director of Meetings & Association Management, CMA Association Management

With 20 years of meeting planning experience, Lynn McCullough is the director of meetings and association management at CMA Association Management, where she is responsible for planning and managing association and corporate meetings worldwide.

Ms. McCullough provides leadership to association clients on both a national and international scale while overseeing all meeting planning activities and service offerings, ranging from Board of Director relations, strategic development, growth programs, management of association publications and websites, and event planning and management including promotion, programming, and logistics.

Ms. McCullough is also Executive Director of the Event Service Professionals Association. Prior to joining CMA, she was the administrative director at an association management company based in Philadelphia, Pennsylvania, where she handled various aspects of association management for national associations.

Before that,  Ms. McCullough worked as legislative coordinator for the Medical Society of New Jersey, the association of medical doctors affiliated with the American Medical Association.

Accredited by the AMC Institute, CMA Association Management provides a comprehensive portfolio of association management and event planning services, including award-winning marketing communications and digital capabilities, to national and global association clients.

Please visit http://www.cmasolutions.com for more information.

Ms. McCullough can be contacted at +1 609-297-2235 or lmccullough@cmasolutions.com

Coming up in March 2020...

Human Resources: Confronting a Labor Shortage

With the unemployment rate at its lowest level in decades (3.7%), what has always been a perennial problem for human resource professionals - labor shortage - is now reaching acute levels of concern. It is getting harder to find and recruit qualified applicants. Even finding candidates with the skills to succeed in entry-level positions has become an issue. In addition, employee turnover rates remain extremely high in the hotel industry. As a result of these problems, hotel HR managers are having to rethink their recruitment strategies in order to hire the right talent for the right job. First, hotels have been forced to raise their wages and offer other appealing perks, as a way to attract qualified candidates. Secondly, HR managers are reassessing their interviewing techniques, focusing less on the answers they receive to questions and more on observable behavior. Part of this process includes role-playing during the interview, so that the recruiter can gauge how a candidate works through specific problems and interacts with other team members. Additionally, some HR managers are also creating internal talent pools as a way to address labor shortages. Instead of utilizing department resources to find new hires with specific skills for needed positions, hotels are cultivating talent pools internally and preparing their employees to assume leadership roles whenever the time comes. They are also placing greater emphasis on a company culture that is more performance-based, as a way to curb employee turnover, increase employee satisfaction, and assure higher levels of customer service. Finally, recognizing the importance of employee retention as a way to lessen the impact of a tight labor market, some HR managers are instituting generous reward programs in order to retain their top performers. The March Hotel Business Review will explore what some HR professionals are doing to address these and other issues in their departments.