We succeed by working in partnership with our clients, using a methodical and creative approach, and leveraging our deep institutional knowledge and vast industry network
Our core competencies include executive search, compensation consulting, and organizational development
WHAT WE DO
OUR FOCUS
Hotels and resorts, serviced lodging and real estate, casinos, restaurants, private members clubs, cruise, theme parks and entertainment, and travel technology
INSIGHTS
Applied Psychometrics, Vol. 2: Supporting Personal Development
It is not always easy to be truly objective about oneself. When discussing career development programs, AETHOS™ often talks about the importance of a personal board of advisors – individuals who know the person in question from different walks of life. They can speak to professional as well as personal strengths or challenges. Besides mentorship programs, organisations can, however, also support their employees through other means.
Read moreApplied Psychometrics, Vol. 1: Fostering Employee Loyalty
The current economic and geo-political context is putting refreshed strain on the sentiment across many markets. The question now more frequently being raised by functional leaders is, “How do we as an organisation ensure to keep our workforce that we have so painstakingly rebuilt just months ago? And, “How do we foster loyalty when financial resources are being squeezed?” [...] Psychometrics can be applied to assess cultural fit, to spot development potential for executives, or to identify areas in which an individual is likely to be able to significantly drive performance. Looking at them through the lens of wanting to drive loyalty, the answers for the following five questions should be found [...]
Read moreSustainable Business Practices vs. Business Recovery: HR in the Middle
Hospitality organizations cannot afford to drop the ball on sustainability. Clearly, they have done well in handling the immediate urgencies that have come out of the crisis, while addressing some fundamental sustainability practices and programs. Yet, there are seemingly more resources wished for, and required, to better engrain and align sustainable thinking within the organization and to proactively build sustainable skills. This is not only a question for a company’s HR executives: the onus is on an organization’s leadership team. Specifically, the leadership team must ensure that HR is not bogged down by the tactical implications and roll-out of initiatives that help ‘keep the head above water’ during a crisis. On the other hand, HR should continue to push for the necessary resources, and commitment, to embed sustainability. Whilst the financial and economic implications of the recent past are very real, so are those of the failure to address sustainability.
Read moreHOW CAN WE HELP YOU?
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