Editorial Board   Guest Author

Ms. Fields

Brenda Fields

Founder, Fields & Company

Brenda Fields is an industry leader, named by HSMAI (Hospitality Sales & Marketing Association International) as a "Top 25 Extraordinary Mind in Sales & Marketing" and is a member of the exclusive International Society of Hospitality Consultants (ISHC), a by-invitation only, 200-member professional society. 

Ms. Fields served in senior marketing positions before establishing her successful consulting practice. She was Vice President of Marketing for Harry Macklowe, real estate developer, for his hotel and 100,000 square foot conference center, which was the first in New York City. Working with Ian Schrager, she was successful in devising and executing a plan to launch a 640-room boutique hotel. When starting her consulting practice, Ian Schrager was one of her first clients.

Ms. Fields's clients comprise a wide range of hotels, resorts, and hotel companies around the world, including five-star, luxury boutique properties, 2,000 room hotels and conference centers, as well as some of the largest real estate development companies in the U.S.

At the onset of her career, Ms. Fields joined the then, hospitality industry visionary, family-owned, Dunfey Hotels at the renowned Ambassador East in Chicago, IL and moved up the ladder quickly. The systems Dunfey Hotels had pioneered provided a basis on which any problem can be resolved regardless of market conditions or product type.

Ms. Fields is passionate about applying fresh thinking to every project and her experience has proven that there is no challenge, great or small, without a cost-effective solution.

Please visit http://www.fieldsandcompany.net for more information.

Ms. Fields can be contacted at +1 518-789-0117 or brenda@fieldsandcompany.net

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.