The traditional view of talent, whether you believe it is misconceived or not, was an individual who demonstrated the skills and traits of a future leader. Yet, with challenging economies, uncertain futures and fewer individuals desiring to be a 'leader', has the time come to re-think the definition of talent? Eugenio Pirri, Chief People and Culture Officer of luxury hotel management organisation, Dorchester Collection believes so and, in this piece, argues that it's time all employees were seen as talent, treated as individuals and supported on their own personalized learning journeys. READ MORE

In order to best position your hotel in a competitive marketplace, it is essential to have an airtight revenue strategy so that room prices are priced right every time. While that sounds simple enough, it is important to remember that there are four key factors (events, timing, trends and competition) that need to be accounted for in order to accurately forecast demand and maximize revenue for a hotel. In this article, Gino Engels, CCO and co-founder at OTA Insight, discusses why these factors matter and how to extract exploitable data and insights from each. READ MORE

Top human resources executives are often frustrated with their organizations and their organizations are often frustrated with them. The HR executive doesn't feel valued and his or her value isn't always clear to the organization. There are frequent disconnects, and corporate politics plus job security muddy the waters. The HR executive wants a seat at the table, but is often denied. And, if one attains a seat at the table, what should that mean? This article reviews such dynamics and presents the most critical area on which HR executives should focus. READ MORE

Recruiting is not what it used to be. Unless you've been asleep at the wheel for the past 10 years, you know employers are no longer in the driver's seat. The days when top talent lined up for a seat on your bus dying to work for you are a distant speck in your rearview window. Today, the reality is candidates pick you. This means employers need to be proactive, creative, and innovative to adapt to a talent market with the candidate in the driver's seat. READ MORE

Gallup tells us eye-popping differences between organizations that score in the top 25% for engagement versus those that score in the bottom 25%...specifically that the best ones produce 22% more profits and 21% more productivity. Most organizations see employee engagement as a score, as a marker to compare to other organizations to see if their own "engagement programs" work. Putting engagement into dollars drives home that scores on their own mean little, yet the dollars engagement drives are huge. Simply said, employee engagement is about every employee bringing their best, every day. So, how do first-line supervisors drive engagement? READ MORE