Editorial Board   Guest Author

Mr. McIndoe

Bruce McIndoe

President, iJet Intelligent Risk Systems

Bruce McIndoe is President of iJET, a 3i-MIND Company. An iJET founder, Bruce has been the key contributor to the company's strategic growth, securing its position as a leader in business resiliency with the development of the Worldcue® Global Control Center. Under Mr. McIndoe's leadership, iJET has grown from a start-up to an established global provider of travel risk management services for more than 500 organizations in the public and private sectors. With many years of experience in intelligence operations and information technology, Mr. McIndoe is a seasoned expert in travel security, intelligence and risk management. He has more than 30 years of experience in the planning, design, development and deployment of a number of large, world-wide intelligence and risk-management systems. He is also involved in the integration of Internet technology and application integration frameworks to support group work throughout the enterprise. Prior to joining iJET, Mr. McIndoe was the founder and CEO of CSSi, an Inc. 500 and four-time Washington Technology FAST 50 company that developed intelligence collection and processing systems for various national intelligence organizations. In addition, he was one of the lead architects for the one of the most productive intelligence programs in the National Security Agency's history. He was also a major contributor to the Future Signals Intelligence (SIGINT) Systems Architecture Program and several major Communications Security (COMSEC) programs. Mr. McIndoe holds a Master of Science degree in computer science from Johns Hopkins University and is a trustee of Allegheny College, where he received his Bachelor of Science in physics. He has been cited as a travel security expert on NBC Nightly News and MSNBC and was recently recognized as one of the "Top 25 Most Influential People in the Travel Industry" by Business Travel News. He is an active speaker at conferences and for industry groups such as GBTA, ACTE and NBTA and is an Associate Professor at the University of Maryland University College teaching intelligence related courses.

Mr. McIndoe can be contacted at 410-573-3860 or bruce@ijet.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.