Editorial Board   Guest Author

Ms. Plant

Morgan Plant

Vice President, Food & Beverage, Joie de Vivre Hospitality

Morgan Plant brings more than 20 years of experience in the restaurant and hotel industry to her role as vice president for food and beverage at Joie de Vivre. She first came to the company in 2004 to launch the food and beverage program at Americano Restaurant & Bar at the company's San Francisco flagship, Hotel Vitale. After a regional director of operations role, she moved into the position of Vice President in 2009 and helped launch the burgeoning Joie de Vivre restaurant collection, lending her operations savvy to implement creative, timely concepts for the brand's more than 20 boutique restaurant and lounges. Ms. Plant's background includes posts as general manager and corporate wine director of Mistral Restaurant and Avenir Restaurant Group, general manager of Blue Chalk Cafe's flagship property, and wine director for Kimpton's Red Star in Portland, Oregon. Ms. Plant also worked with the Gordon Biersch Brewing Company in both its Seattle and San Francisco locations. A trained and certified sommelier, she also oversees the beverage program at Joie de Vivre. Ms. Plant has a bachelor's of science in Biological Sciences from the University of California, Irvine; a master's degree in Biology from San Jose State University; and has completed a post baccalaureate program in Psychobiology at Stanford University.

Ms. Plant can be contacted at 415-364-5401 or mplant@jdvhotels.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.