Editorial Board   Guest Author

Ms. McKeon

Heather McKeon

Interior Design/Studio Director, The Kraemer Group

In 2005 Heather McKeon published a list of personal goals that included the goal to join an Architectural and Design firm that was revitalizing the city of Detroit. Ms. Mckeon realized that goal that same year she joined Kraemer Design Group after receiving her Bachelor of Arts in Interior Design from Anderson University in South Carolina. Professional goals have driven Ms. Mckeon over the years to complete her National Council of Interior Design Qualification (NCIDQ), become a Leadership in Energy and Environmental Design Accredited Professional (LEED AP) and transition into the Director position of the Interior Design team. As the Director of Interiors she is responsible for the all facets of the Professional Interior Design services the firm offers including interior design and procurement services. As the Director of Interiors she plays a lead role in attracting new clients, developing design concepts and collaborating with others to deliver solutions consistent with the client organization's culture, goals and budget. Ms. McKeon leads a team of designers and project managers that speak the language of the client in a meaningful and insightful manner and work to integrate interior, architectural and graphic design into a cohesive solution. Her collective team, comprised of about fifty percent of the professional staff of the firm. It is responsible for development of functional and aesthetic design that helps boost productivity, increase sales, attract customers, or to enhance the living space of the interior of hospitality project, and for multi-family residential and commercial buildings based on client needs.

Ms. McKeon can be contacted at 313-965-3399 or heather@thekraemeredge.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.