Editorial Board   Guest Author

Mr. Gray

Mike Gray

Director of National Accounts, Cardola

Mike Gray has served as Cardola's director of national accounts for North America since the UK-based company was first established in the region at the start of 2012. His main responsibilities are sales and support for Cardola's North America division, and with the opening of Cardola's new US office and the deployment of VirtualHotel in further properties, Mr. Gray's responsibilities are expanding. Mr. Gray has also been involved in Cardola's latest deployment, the Delano hotel in Marrakech, which is owned by US based Morgan's hotel group. With a total of 29 years experience in the hospitality technology market, and previous sales roles in seven other hospitality organizations, Mr. Gray is a key asset for Cardola. His expertise in the North American hotel market will help Cardola further its geographical expansion and deploy the VirtualHotel solution in more North American properties. Mr. Gray is also actively working on potential projects in Canada, Latin America and the Caribbean. Prior to joining Cardola, Mr. Gray worked for various technology companies, specializing in hospitality, and worked with high profile hotel chains, including Hilton, Marriott and Mandarin Oriental. His success in guiding hotels and hotel chains toward reducing costs and enhancing guest experiences, with the help of technology, makes his expertise invaluable for the Cardola team.

Mr. Gray can be contacted at mike.gray@cardola.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.