Editorial Board   Guest Author

Ms. Johnson

Leslie Johnson

Director of Sales & Marketing, Grand Geneva Resort & Spa

Leslie Johnson is director of sales & marketing of Grand Geneva Resort in Lake Geneva, Wis. Managed by Marcus Hotels & Resorts, a division of The Marcus Corporation (NYSE: MCS). Ms. Johnson joined Marcus Hotels & Resorts in 2008 as director of restaurant sales and promotions, where she oversaw the management teams and organizational systems for the company's Milwaukee-area restaurants. Most recently, she served as general manager at Timber Ridge Lodge & Waterpark in Lake Geneva, Wisconsin. Prior to joining Marcus Hotels & Resorts, she spent 12 years in various positions within the hospitality industry focused on sales, catering and marketing. Marcus Hotels & Resorts provides expertise in management, development and historical renovations. The company's portfolio includes a wide variety of properties including city-center meeting hotels, upscale resorts and branded first-class hotels.

Ms. Johnson can be contacted at 866-636-4502 or lesliejohnson@marcushotels.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.