Editorial Board   Guest Author

Ms. Baylor

Julie Baylor

CHA, LEED Green Associate, Julie Baylor Hospitality Consulting

For more than two decades, Julie Baylor has worked in various roles within the hospitality industry, encompassing nearly all areas of hotel operations: Guest Services, Sales and Marketing, Banquets and Catering, Revenue Management, Accounting, Safety and Security, Capital Planning and Execution, Rooms Management, Training and Human Resources. A California native, Ms. Baylor has always held a special place in her heart for the California coast, recognizing its strength and beauty, as well as its vulnerability. This love of nature combined with her industry expertise has cultivated a desire to help preserve natural habitats that sustain travel and tourism by lessening the environmental impacts of the hotel industry. Her expertise, and passion, is for the hotel industry, and therefore she has made it her career and personal mission to help hotels do their part to save the world from climate change. In 2010, Ms. Baylor co-created and spearheaded the “Gateway to a Greener LA” initiative for the Gateway to L.A. business district. The initiative was the collaborative effort of partners Radisson Los Angeles Airport Hotel, West Los Angeles College, and the Gateway to LA business district, to provide guidance and mentorship to businesses within the district with the goal of achieving measurable green outcomes. The year-long project resulted in the certification of 4 hotels, or a total of 2,735 guestrooms, representing over 38% of the room inventory within the district. Ms. Baylor holds a Hospitality Operations degree from Monterey Peninsula College, a Hospitality Management diploma from the AHLA Educational Institute, and Certified Hotel Administrator (CHA) designation. She is also a credentialed LEED Green Associate.

Ms. Baylor can be contacted at 323-540-4449 or julie@juliebaylor.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.