New American Express Meetings & Events Research Explores the Evolving Landscape of Technology in Meetings

Technology influences every aspect of global commerce, and new research released today by American Express Meetings & Events explores the many ways emerging technologies are changing the meetings industry landscape, as well as how that innovation can be harnessed to increase engagement and productivity and generate a greater return on a meetings investment. The American Express Meetings & Events report, titled “GREAT EXPECTATIONS: The Evolving Landscape of Technology in Meetings”, reveals the similarities and gaps in attendee and planner expectations across three areas of technological advancement: virtual and hybrid meetings, social media and events apps.

“Over the past decade, smartphones and wireless data have revolutionized the meeting and events experience for both planners and attendees, enabling the possibility of anywhere, anytime participation via virtual technologies and the integration of apps into meeting programs,” said Issa Jouaneh, Vice President and General Manager, American Express Meetings & Events. “These technologies provide planners with greater opportunities to increase engagement and generate and capture real-time feedback, while attendees can gain a richer and more connected experience throughout the event life cycle.

“What our research has found, however, is that there can be an ‘expectation gap’ between the technologies meeting planners believe should be incorporated into an event, and the solutions attendees expect to be part of their meeting experience. What they have in common is that as good as technology is, there is simply no substitute for in-person meetings.”

Meeting Apps Considered Essential for Scheduling

Meeting apps have increased in popularity at large industry conferences and events as they provide the ability to deliver real-time information to attendees right at their fingertips. According to the research, 67 percent of meeting planners found event apps to be important, compared to 55 percent of attendees. Communication and scheduling ranked among the most important features within a meeting app for both planners and attendees, and the ability to participate in games and contests was least important to both groups. Both attendees and planners cited having access to event schedules and session descriptions as key, and attendees explained that they often use meeting apps to schedule meetings with exhibitors and other attendees while on site.

Social Media Valued Higher by Planners than Attendees

The use of social media in the meeting and events space has grown exponentially in recent years, with meeting planners and attendees using social tools to communicate, obtain information and share feedback in real time. The study revealed that social media is more vital to meeting planners than to attendees, however, with 43 percent of planners feeling social media capabilities are very important, while only 35 percent of attendees felt the same way. And while creating social media buzz has become a significant part of the overall marketing strategy of meetings and events, having a meetings hashtag is more important to planners than to attendees with 41% of planners indicating it is extremely or very important.

Similarly, only 39 percent of attendees felt that posting and reading commentary or reviews about a meeting or event is very important, while 50 percent of planners felt that way. Participating in games and contests via social media ranked low among both groups, with 54 percent of attendees and 41 percent of planners indicating that this feature was not important.

Interest in Virtual Meetings Rises, but In-Person Meetings are Still Preferred

The surveyed attendees and planners cited a wide variety of reasons as to why they attend virtual meetings and events, but both strongly agreed that in-person attendance continues to provide the best overall experience. Of those surveyed, 74 percent of attendees and 85 percent of planners believe that in-person meetings offer greater value because they enable more opportunities for social interaction. While the number of virtual meetings offered and attended continues to grow, meeting organizers and technology providers still need to work on the overall experience, as 47 percent of attendees and 49 percent of planners agree that it’s difficult to participate when attending virtually and 68 percent of planners feel that attendees are too easily distracted when they attend virtually.

That being said, the study showed that attendees are nonetheless looking for more opportunities to attend meetings and events virtually: 63 percent of attendees agreed they would attend more meetings and events virtually if the option were available, while only 17 percent disagreed. However, planners don’t seem to realize that this appetite exists: 48 percent of the planners surveyed did not agree that attendees would attend more meetings and events virtually if the option were available. Moreover, 45 percent of attendees believed virtual attendance should be available for all meetings and events, while only 35 percent of planners agreed. Interactive features such as surveys, real-time Q&A and other techniques used in meetings can help keep virtual attendees engaged, making the time and cost invested worthwhile.

Source: http://www.htrends.com/

Improving Digital Customer Experience is Key to Increasing Traveler Loyalty in Hotels

The report examines the needs and expectations of travelers, the types of digital offerings from hotels that are most compelling to them, and documents the importance of mobile features to make travelers’ stays more convenient and informed. Respondents indicated that, in return, the hotels might gain their loyalty.

In today’s world, consumers are always connected – even, and perhaps especially, when traveling. As such, a travel company’s digital offerings are more important than ever. In fact, 70 percent of travelers indicated that a hotel’s website, app and other digital tools impact their decision to book a stay, with those who feel most strongly about this also being twice as likely to consider customer service/experience as their top priority when booking. Moreover, once the guests have arrived, 74 percent of travelers want substantial digital involvement from the hotels, in order to make their visits better. And 80 percent of travelers find it important that a hotel allows them to set personal preferences that can be updated and saved for future use , happily exchanging personal information for a more customized and streamlined experience.

“With competition as fierce as ever, hotels looking to stand out to today’s travelers need to meet their rising expectations for great digital experiences,” said John Caruso, creative director, partner at Magnani Caruso Dutton. “In particular, there is a huge opportunity for hotels to make better use of the device that is always with the traveler: the smartphone. Using mobile to increase personalization and convenience will create a better experience for guests, and factor into their next decision of where to stay.”

Desired Smartphone Capabilities

Travelers were asked which specific mobile capabilities they would be most likely to use if offered by a hotel. Indicative of a desire for timesaving and convenience, the top-five features were:

– To easily see offered amenities and hours (80 percent of travelers would be likely to use)

– To engage with maps of the areas they visit (78 percent of travelers would be likely to use)

– For automated check-in to bypass the front desk (73 percent of travelers would be likely to use)

– To request a late check-out (73 percent of travelers would be likely to use)

– To see concierge tips about the places they visit (68 percent of travelers would be likely to use)

For Business Travelers, Experience Is a Top Priority

Business travelers present particularly powerful opportunities for hotels to earn their return visits and increase customer lifetime value by giving them the digital experiences they want. This segment tends to stay with the same hotel brand again and again, more so than family and leisure travelers. When asked how frequently they tend to stay at 30 major U.S. hotel brands, business travelers selected “often” or “always” 2x more than family travelers and 3x more than leisure travelers. In addition, business travelers ranked past positive experience higher than participation in their preferred rewards program as an influencing factor when choosing a hotel.  This, along with their ability to de-prioritize price, points to the opportunity to increase customer lifetime value.

Methodology

This study was fielded online from October 28 to November 5, 2013 and includes responses from 1,000 U.S. consumers evenly segmented as business travelers, leisure travelers and family travelers. Traveler type was assigned based on travel behaviors and patterns, and travel was defined as including a hotel stay. Respondents were 18 years or older, own ed a smartphone, and were diversified in age, gender, household income, and level of education.

Source: http://www.htrends.com/

More HR Problems for Chipotle

What is it about highly successful companies and employee problems?

Disney has seen its share of problematic employee issues as have McDonalds and others.  And in the past few years the fast-growing Chipotle Mexican Grill ran into a government brick wall by incurring a multi-year investigation of its hiring practices by Homeland Security’s Immigration and Customs Enforcement division (ICE).

Chipotle returned to an unwanted spotlight recently with a walkout and supposed mass resignation by employees at the chain’s operation near Pennsylvania State University.  According to published reports employee were upset by allegedly being forced to work long hours without rest breaks.   A sign posted in Chipotle’s storefront referred to “borderline sweatshop conditions” as the cause of the walkout.

In an article in Bloomberg News a Chipotle spokesman said that only “a few employees” were involved while other employees were “enthusiastic to return to work.”   Bloomberg noted that at its most recent shareholder meeting the publicly-held Chipotle, whose stock price is approaching $700/share encountered a different kind of pushback — from shareholders — when  77% of the votes cast  opposed a combined $49.5 million annual compensation package for Chipotle’s co-CEOs.

Our observation:  To paraphrase a well worn quote, “employee issues happen for a reason”. Employees who are well trained, fairly compensated, supervised by decent and caring managers, and provided with reasonable rewards for their work — including the basic necessities such as time off for a meal or rest break — generally don’t simply walk off the job without provocation; meaning that there is likely more to this story than has been reported.   Stay tuned.  Meanwhile, pay attention to the basic necessities.

Source: http://www.hospitalityhrsolutions.com/

Managing a Multi-generational Workforce

In today’s work environment, managing multi-generational workforce has become a contemporary issue in human resource management.

Moreso, with competition for talent on the rise, developing a corporate culture of employee engagement and commitment has become a foundational imperative for most organisations.

Multigenerational workplaces has to do with employees with differences in terms of motivations, working styles, communication patterns and technological preferences working together towards achieving the goals and objectives of their organisations.

The trend of having at least three generations in most workplaces is evident in today’s workplace. According to reports, most organisations in the United States (US) now consist of 67 per cent Generation Y employees, while Generation X (born between the mid-1960s and 1980) only make up 28 per cent and the Baby Boomers (born between 1945-1965) with even less at 5 per cent.

Today, employers are faced with the challenges of creating and maintaining a high-performing workforce that will optimise productivity and position their organisations for growth.

Multi-generational Workforce

A major element that compounds the pressure and raises the stakes on employee commitment is a multigenerational workforce. Never before has there been such a diversity of generations in the workforce than now where you have four distinct, age-based groups coexisting in the workplace – a situation where a 20 year-old new hires are working side-by-side with colleagues who are older than they are by 50 years or even more.

Each of these groups has conflicting communication styles, opposing values and preferred ways of doing things, all of which can make it more challenging to manage and integrate into a corporate culture.

Generational differences, workplace experts say can affect a wide range of workplace variables-in particular communication and management. They can also affect employees’ general work experience and satisfaction levels.

Founder and President of Portsmouth-based Loyalty Factor LLC, a training and consulting company, Dianne Durkin, emphasised the need for organisations to learn about each of these generational groups, their needs and motivations in order to ensure long-term employee loyalty.

According to these experts, supervisors and HR managers will need to embed a lot of adaptation and flexibility into their strategies in order to not only attract but to retain talent from each generation.

Durkin, in an article, observed that the Generation X and Nexters make up about 45 per cent of the workforce, adding that together, these 18-to-41-year old individuals equal the same percentage of the workforce the Baby Boomers compose while the Veteran generation makes up the final 10 per cent.

Cause of Blend

Accordingly, human resource experts have attributed this rich mix of generations in the work­force primarily to labour shortages experienced in many industries and the rising average age of retirement. With this broad field of individuals populating the corporate world, it becomes more challenging for employers to describe the “typical” workforce, let alone manage and maximise its talent assets toward higher productivity and profits.

According to a survey by Lee Hecht Harrison, a global leader in career transition and talent development, more than 60 per cent of employers are experiencing intergenerational conflict, however, the article titled, ‘Leading a Multigenerational Workforce’ stated that those very differences can also lead to increased creativity and productivity and ultimately to business success.

“Each generation has its attributes to contribute to your workforce. Older workers of the traditionalist generation are a goldmine. They have years of experience and expertise you can draw upon for training others as new employees join your company. Baby boomers bring thinking outside the box to another level as they use creativity to resolve issues.

“Generation X workers will comprise one-third of the workforce in 2011, according to the U.S. Bureau of Labour Statistics. Workers from the millennial generation are among the most highly educated–and, probably the least averse to risk-taking than previous generations,” the report noted.

Ideally, a multi-generational workforce would result in improved collaboration, creativity and decision-making.

Yet this vision is far from reality as divergent communication styles and preferences are said to have widened workplace generation gap. Take for instance different experiences with technologies, Veterans and Baby Boomers came of age in a world without computers, while Gen Xers and Nexters are caught in the transition to workplace technology.

President of Top Tier Leadership, Rita Barretta Craig said the varying levels of tech savvy can lead to negative impacts on workplace etiquette and communication, which can increase conflict in the workplace.

Also, another reason for communication discord is that the younger generations find it difficult interacting with people who remind them of their parents and grandparents while the older generations deal with the reverse. This widening age gaps, experts say sometimes prevent the multigenerational workforce from seeing how they can benefit from sharing ideas.

Workforce Challenges

Given these scenarios, the biggest challenge is getting all age cohorts to understand the different ways they approach the workload. This is because each age group are believed to have different understanding of how work schedules will be adhered to and how decisions will be made.

And, as such, management has to find ways of setting collective norms based on values that transcend generations. In addition, supervisors and HR managers will need to embed a lot of adaptation and flexibility into their strategies in order to not only attract but to retain talent from each generation. This is important because if the company fails to identify common ground, it may cause frustration among generations.

Compass HR Consulting Managing Partner, Fred Cooper pinpoints unfair hiring as an area of integrational challenge. He observed that “When in a hiring role, Gen Xers look to those they are comfortable with in age and background. This is a generality, but it reflects the common theme that is becoming apparent by Boomers”

Source: http://www.thisdaylive.com/

Photography, Mobile Technology and Social Media Combine to Increase Brand Awareness, Generate Revenues

Knee-deep in budget season for 2015, hoteliers and meeting planners alike are looking for that special “something” to add differentiation and personalization to their venue offerings and event packages that will result in a quick return on investment and increased loyalty. RoamingAround, hospitality’s mobile engagement experts, has developed a unique solution that combines mobile technology, photography and social media to engage hotel guests and event patrons on a personal level. Mobile Photo Share by RoamingAround delivers event pictures wrapped by a custom-designed picture frame to attendees’ cellphones via SMS to showcase branding and jump-start customer engagement. With one click, digital photos — which can highlight the hotel, an association, corporation or the event itself — can then be shared via social media, taking the event branding viral.

“One of the best ways to heighten customer engagement is to get hotel guests or event goers actively involved in marketing your hotel or special occasion,” said Michael Garvin, RoamingAround President. “Mobile Photo Share by RoamingAround is a fast and fun way to put social media to work for you by promoting a property or event through the sharing of digitally-branded pictures. But the ‘picture-taking’ is just the first step in the customer-engagement process. Once armed with each guest’s mobile credentials, Mobile Photo Share can be used to deliver surveys, send single incentives and multi-redemption mobile offers, and even capture digitally signed photo release waivers in real-time. It can also drive traffic to onsite outlets. For example, a text message can be sent offering a bottle of wine ‘on the house’ when one is purchased from the hotel’s wine shop; or, a coupon for a complementary spa treatment can be offered if the guest participates in a quick mobile survey. Mobile Photo Share software provides analytics to determine campaign effectiveness and tracks event exposure by recording the number of photos shared.”

Mobile Photo Share by RoamingAround enables hoteliers and event planner to:

• Build a presence and promote their brand by marketing the company, its products and services
• Use imagery to take a social media campaign viral
• Connect with customers on a new, personal level
• Capture information and opt-ins for engaging with customers continuously to cultivate loyalty
• Generate revenue and drive traffic to in-house outlets (retail, spa, food, shows, casino) by offering coupons and offers through the MPS platform
• Get involved in Cause Marketing

“Cause marketing is a great way to incentivize attendees to share their photos on social media to raise money for a specific organization’s cause,” said Sarah Smith, RoamingAround Vice President of Sales and Marketing. “Event planners can offer a ‘Money Raised’ thermometer viewable for all to see the total donation dollars increasing on a live streaming monitor as they share their photo.”

Distinguish Events by Distinguishing Guests

When event planners engage their guests with Mobile Photo Share, they are creating fun, interactive and memorable occasions that drive customer loyalty and strengthen the brand. From corporate events, holiday parties, tradeshows and conventions to weddings, Bar/Bat Mitzvahs, sporting events and political campaigns, Mobile Photo Share by RoamingAround is the ideal tool to collect guest data and directly market to a qualified audience.

“RoamingAround’s professional photographers or ‘Brand Ambassadors’ will take celebrity-style photos that will make attendees feel like they are gracing the Red Carpet,” Smith said. “Our team is trained to create an enchanting atmosphere by making event attendees feel like they are being honored and celebrated. On the back end, our in-house graphic designers will create custom photo frames that captures the distinctive essence of each event and its individualized brand. Attendees pose, preen and smile for our photographers, and then receive their photos in a flash on their mobile devices. Then those images can be shared on a variety of social media outlets, like Facebook and Twitter, or via live social feeds, such as trending #hashtags or following @brands. This takes the event and its branding to an entire new audience which can turn into potential new customers.”

Source: http://www.hospitalitynet.org/

New scholarship opens door to hospitality role for people with disability

Young people with a disability who want to work in hospitality can apply for a new training scholarship under a program available in Canberra.

It will be awarded to a struggling young person so they can take part in the organisation’s Branch Out Cafe program for free.

Jordan D’Ambrosio during the launch of a new hospitality training scholarship program for people with a disability in Holt.

Carers ACT commercial services manage Jean Giese✓ says the Branch Out Cafe is a transition-to-work program for young people with a disability, which offers hospitality training.

“They come through the cafe and they learn a range of competencies working towards a Certificate 1 in hospitality and then we work to transition them into either open or supported employment,” she said.

“It’s hospitality based, so it’s anything from handling money, making coffee to preparing food and serving customers.

“A big part of Branch Out Disability Services is about linking young people with disabilities into supports to enable them to be more independent in their lives and make friends. It’s with the hope that if these young people can move into open employment or supported employment, that they’re in a workforce that supports them and they are a real part of the community.”

The scholarship, which is open for applications and will be awarded next year, was made possible with the support of the Shaw Building Group, one of Carers ACT’s key sponsors.

“It’s a continuation of our support that we’ve undertaken for nine years now and it’s another initiative that we see Carers bringing to the front that we think is a very good idea,” Shaw Building Group managing director Valdis Luks said.

Mr Luks said programs like the Branch Out Cafe program were important as they helped people transition into the workforce.

Jordan D’Ambrosio, 22, who graduated from the program last year, recently began working at Coffee Club in Gungahlin.

“The Branch Out Cafe is a really nice place for people in the disability community where it helps everyone get the best training in how to develop some skills if they’re looking for a job,” he said.

He said he loved his new job and being able to give something back to the community.

“My favourite part of this job at the Coffee Club is serving the customers, bringing their food, prepping the food, doing the washing,” he said.

Carers ACT also launched a Branch Out Disability Services-branded bus on Wednesday, aimed at raising awareness of disability services available in the ACT.

The Branch Out program was launched in response to the rollout of the National Disability Insurance Scheme in the ACT.

Source: http://www.canberratimes.com.au/

Marriott Plans to Nearly Double Diverse-Owned Hotels to 1,000 by 2020

New York — From its inaugural Women’s Ownership Works or WOW Summit at the Courtyard/Residence Inn Manhattan Central Park, Marriott International (NASDAQ:MAR) will announce plans to have 1,000 or 25 percent of its existing global hotel portfolio owned by diverse owners, including women, by 2020. The WOW Summit brings together a small group of current women hotel owners with women exploring hotel development as part of their investment approach.

“We have always had a culture of inclusiveness and want everyone to be aware of the opportunity to own hotels as an investment strategy that also has community benefit,” said Julius W. Robinson, Marriott International’s Vice President for Autograph Collection & Diversity Ownership Champion.

Today, Marriott’s portfolio includes 660 diverse- and women-owned hotels. There are another 433 in the development pipeline, with 130 of those scheduled to open by year-end 2015.

“It is important that we do business with other companies that share similar values,” said Alejandra Martinez, owner of the Courtyard Toluca Airport in Toluca, Mexico. “Marriott walked with us every step of the way to ensure that we understood the ownership process and continues to help us to be prosperous.”

Marriott launched its Diverse Ownership Initiative in 2005 to increase the number of diverse- and women-owned hotels. The initiative provides access, education and guidance throughout the hotel development process, beginning with selecting the right brand to opening a hotel. Marriott invites potential owners to participate in an intense two-day summit for networking and education.

The company is also actively hosting Diversity Ownership 101 Workshops with partner organizations such as the National Black MBA Association and Odyssey Network for Women. Marriott is also an active partner with the Asian American Hotel Owners Association and the National Association of Black Hotel Owners, Operators and Developers.

“We have a solid portfolio of diverse owners who are extraordinary business partners. We want more women around the ownership table,” said Roz Winegrad, MarriottInternational’s Vice President of Owner Franchise Services. “We have a strong commitment to the economic empowerment of women around the world.”

The company’s select service and extended stay brands – Courtyard, Fairfield Inn & Suites, Residence Inn, SpringHill Suites and TownePlace Suites – are fueling its diverse owner segment. “These brands are perfect for new owners because there is a lower threshold for entry as financing and hotel operations tend to be easier,” said Eric Jacobs, Marriott International’s Chief Development Officer for Select Service and Extended Stay. “We intend for our owner relationships to be successful and profitable so that they continue to partner with us to build hotels throughout our portfolio of brands.”

“When I decided to develop hotels, I knew I wanted Marriott hotels in my investment portfolio,” said Norman Jenkins, Founder and President of Capstone Development, one of the owners and developers of the Marriott Marquis Washington, D.C.

Source: http://www.hospitalitynet.org/

Hospitality industry to create 6,000 jobs

The hospitality industry is to create 6,000 jobs for 16 to 24-year-olds by the end of the year.

The initiative was unveiled by the British Hospitality Association (BHA), which estimates there are 900,000 young people not in education, employment or training.

The announcement forms part of a wider job creation programme in the hospitality industry, with 300,000 jobs needed to be filled by 2020 to reflect rapid expansion and market demand.

An estimated 60,000 of the new jobs will be earmarked for 16-24 year olds, as the industry seeks to provide a gateway to tackle long-term youth unemployment.

The BHA said: “While many young people are still out of work, there are thousands of job vacancies in the industry and it’s this disconnect between jobs on offer and what young people will consider as career options which is causing particular concern for industry experts.

A recent study for the think tank IPPR cited a mismatch between the types of jobs young people are training for compared with what jobs as actually being available as one of the main barriers to solving the youth unemployment problem.”

BHA chief executive Ufi Ibrahim (pictured) said: “Hospitality is a successful industry with even greater growth prospects offering a vast range of job opportunities for all job seekers of any age.

“However, there are still widespread misconceptions amongst many outside the industry who don’t see the value in hospitality careers.

“We urge young people to look beyond outdated viewpoints and join our industry. The breadth of job roles and the training available means that bright and focused young people can succeed very quickly.”

Tourism minister Helen Grant said: “The hospitality sector is a thriving and dynamic one that can offer people a fulfilling, challenging career with great opportunities for progression.”

Source: http://www.travelweekly.co.uk/

The World’s Most Hi-Tech Hotels

As consumer demands advance alongside technology, these hotels are responding with iPads, concierge robots and Google Glass

The Yotel, New York

LinkedIn Data Shows Where Hospitality Professionals Of Today Went To School

Before hotel managers and staff were assisting guests with questions on Twitter or giving restaurant recommendations, they were hitting the books in college learning how to best serve the 21st century traveler.

LinkedIn data show Florida International University (FIU), Johnson and Wales University, and Cornell University have some of the highest numbers of graduates working in the hospitality industry. FIU has the most, 5,507, Johnson and Wales has 5,491 and Cornell has 5,091 graduates in hospitality careers. The numbers are based on people indicating their alma mater on LinkedIn.

Companies such as Marriott International, Hilton Worldwide, and Starwood Hotels and Resorts are the top employers for hospitality graduates from the three schools, based on the data. These schools say each hotel maintains an active presence on campuses.

Mike Hampton, dean of FIU’s Chaplin School of Hospitality and Tourism Management, says the school has strong relationships with Hilton and Starwood for internship and job placements. Many students choose to complete their graduation requirement of 1,000 hours of on-the-job training at these companies.

The school also requires 300 additional hours of placement at a company to solve a real-world hotel management problem, and Hampton said Hilton and Starwood are also popular choices for this placement.

He also said Marriott provides thousands of dollars worth of scholarships to FIU students each year for internships.

“These brands are integrated into our classrooms,” he said. “Experts from these companies come to classes and provide case studies.”

Johnson and Wales’ hotel relationships include Hilton, Marriott, Omni Hotels & Resorts and Walt Disney World, said Miriam Weinstein, a spokesperson for the university’s School of Hospitality. The school will host “Hilton Day” on Oct. 1 when company recruiters will visit the Providence campus, and Bill Marriott, chairman of the board of Marriott International, and his daughter Debbie Marriott Harrison, director of Marriott International, will also be on campus in December.

Source: http://www.skift.com/