Editorial Board   Guest Author

Ms. Buckley

Shruti Buckley

Vice President & Global Brand Manager, Fairfield Inn & Suites, Marriott International, Inc.

Shruti Buckley joined Marriott International, Inc. in 2008 as vice president and global brand manager of the Fairfield Inn & Suites brand. She has accountability for global brand strategy, brand positioning and integrity, and the guest experience for more than 700 hotels worldwide. Ms, Buckley has more than 15 years of experience in brand and business management, marketing, and strategy development across a variety of categories, including luxury cosmetics, apparel, food and toys. Prior to joining Marriott, she worked for National Geographic, leading all global marketing, public relations, product branding and international retail development efforts for the organization's Licensing division. Prior to National Geographic, Shruti held product development and brand management leadership roles at Estee Lauder, Unilever and Nestle. She also brings international experience and perspective, having lived and worked in Switzerland and Japan. Ms, Buckley is a graduate of the University of California, Berkeley, and holds a Bachelor of Science degree in Business Administration with a minor in South East Asian Studies. Ms, Buckley and her family live in Bethesda, Maryland.

Ms. Buckley can be contacted at 301-380-7770 or ffiheadquarters@marriott.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.