Joy Rothschild leads people strategy for 20,000 employees across 50+ Omni Hotels & Resorts properties, each with its own character and story. But her edge isn't just hiring for a hospitality empire—it's spotting the quiet ones in the corners, the people others overlook, and betting on them before they're ready.
In this episode of Talent All Stars, Joy shares her unexpected path into HR, the career-defining moment when a COO stopped her mid-grovel to teach her how to accept a promotion, and why she turned getting fired into a philosophy that now shapes how Omni develops 20,000 careers.
You'll hear the origin story of "The Power of One"—a service empowerment program so sticky it survived a rebrand attempt and a pandemic. Joy also breaks down why she'll never let consultants eliminate HR from the hotels, her two-question interview filter, and what "growing the garden" actually looks like at scale.
Connect with Joy: https://www.linkedin.com/in/joy-rothschild-9591351/
Explore careers at Omni Hotels & Resorts: https://www.omnihotels.com/careers
Connect with us:
💻 All Episodes: TalentAllStars.com
💼 LinkedIn: https://www.linkedin.com/company/ziprecruiter/
💼 Dave’s LinkedIn: https://www.linkedin.com/in/davetravers/
📸 Instagram: https://www.instagram.com/ziprecruiter
🎵TikTok: https://www.tiktok.com/@ziprecruiter
Enjoyed this episode? We’d be grateful for a rating or review on your favorite podcast app.
[00:00:00] Joy Rothschild:
It's three things. Do what's thoughtful and caring. Put the guests first. You see it, you own it.
[00:00:15] Dave Travers:
So what does it really take for your business to attract world-class talent today? I'm Dave Traverse, president of ZipRecruiter and on Talent All Stars, we shine a light on the people and the day-to-day processes behind recruitment
Joy Rothschild: and retention at some of the world's most influential businesses.
[00:00:30] Dave Travers: Our guest today has amazing experience and she has some incredible stories to tell.
Joy Rothchild is the Chief Human Resources Officer at Omni Hotels and Resorts, which operates more than 50 properties across North America with a team of 20,000 people, all while ensuring each hotel maintains its own unique character and sense of place.
[00:00:45] Dave Travers: So in this conversation, we dive into Joy's unexpected journey into hr, the mechanisms Omni uses to promote overlooked talent that others might miss, and how their mantra, the Power of One, has led to some truly heroic acts of hospitality, which you'll
[00:01:00] hear all about. So let's bring her in. Joy Rothchild, welcome to Talent All Stars.
Joy Rothschild: Thank you. Glad to be here.
[00:01:15] Dave Travers: So excited to have you. Okay. Where did it begin? I want to go back, maybe not all the way to the beginning, but I wanna think about you. You know, long before you were A-A-C-H-R-O and leading teams and teams of teams, when did this people thing and HR start to feel like, Hey, this could be my thing.
This could be more than just my current nine to five.
[00:01:30] Dave Travers: Like I could see a career here.
Joy Rothschild: Okay, so I was in a management training program. At the time, it was Dunphy Hotels, and I was in a 2200 room hotel in New York City across the street from Madison Square Garden.
[00:01:45] Joy Rothschild: It was a complete dump. It was the Hotel Pennsylvania and it, I think they imploded it two years ago, but it was 2200 rooms, 1800 employees, union hotel, and I'm in an operations training program and.
[00:02:00] Joy Rothschild: I had never been in hospitality and, when guests were aggressive with me, I was aggressive back, which is not a good thing to be.
[00:02:15] Joy Rothschild: So when I got into what was personnel at the time, I just loved the employees and. Uh, you would do small things for them and they were so appreciative. And then I would see people I hired, get promoted and I got a lot of fulfillment out of that.
[00:02:30] Joy Rothschild: And I actually called the corporate office of Dunphy and said, I'm not finishing my training. I'm in personnel and, and I wanna stay here. And they said, that's not allowed.
[00:02:45] Joy Rothschild:
And the general manager, and. The Director of HR at the hotel said, no, she does not belong in the front. She belongs with the employees. And that's truly when I chose my path.
[00:03:00] Joy Rothschild:
And at Omni, I've had many opportunities to go to operations, go to sales, go to
marketing. I've never wanted to leave HR. I love it.
[00:03:15] Dave Travers: And as you rose through the ranks, one of the things I've heard you talk about before is that you sometimes got promoted and got opportunity before you had the perfect background, the perfect resume, et cetera.
Talk about that and talk about how that experience as the rising star now informs your leadership and HR strategy.
[00:03:30] Joy Rothschild: Thank you. So there there's a couple of stories around that. One is. I was in New York at this giant hotel for three years and a job came open at the Omni Parker House in Boston, which is 170 year old hotel.
[00:03:45] Joy Rothschild:
We just renovated it, by the way. It's spectacular. But the HR director job was open there and I applied for it and the chief HR officer of Omni called me at the time and she said, you are not getting that job. She said, you don't have the experience.
[00:04:00] Joy Rothschild:
She said, I'll let you go on the interview just so you can see what the general manager is like and what the rest of the team is like.
In other words saying, you're gonna go see how you just don't fit. And I went on the interview and.
[00:04:15] Joy Rothschild:
At the end of the day, the general manager said to me, you are not ready for this job. You are way too green. He said, but I like your energy and I like your enthusiasm, and I'm gonna give you a shot.
[00:04:30] Joy Rothschild:
And I didn't realize at that time it would be a theme in my career, but I did that job for three years.
I loved the Omni Parker house. It had so many characters and so much history, and during my tenure there. The same CHRO.
[00:04:45] Joy Rothschild:
She said, we'd like to bring you up to the corporate office for the summer it was in New Hampshire, and work on some new training programs and a new empowerment program called The Power of One, which you'll hear me talk about and just spend the summer and do this.
[00:05:00] Joy Rothschild:
During that summer, she left the company and one night I was going home and the COO called me into his office and he had the organizational chart on his desk and he said, joy, how would you like your name in the top HR box?
[00:05:15] Joy Rothschild:
And I said, oh, oh, no, I'm not ready for that. No, no, no. And he said, I know you're not, but I like your energy and your work ethic and your passion, and I.
Just started gushing.
[00:05:30] Joy Rothschild:
I was like, Simon, you, I will not let you down. I will work so hard. And he said, joy. Stop. He said, A man would never do what you're doing. He said, shake my hand, say thank you, and get outta my office.
[00:05:45] Joy Rothschild:
And I tell that story all the time to people because I did have a good work ethic and I did reach across the aisle and try to learn things I didn't know and stay up on trends.
[00:06:00] Joy Rothschild:
And you know, in retrospect, I deserved a shot, but I never thought I did. And so] the last kind of piece of that was. I became the VP of HR at Omni and then the SVP of HR, and then the company was for sale and every major brand was looking at us and also this oil and gas company in Corpus Christi, Texas.
[00:06:30] Joy Rothschild:
And we wanted them to buy us because we said, what do they know about hotels? They'll need us. To cut to the chase. TRT bought us, that's who still owns us. And the day of the closing, they fired every single one of us, including me.
[00:06:45] Joy Rothschild:
And I went home that night and one of the people that got fired, who was an older executive, called me and he said, joy, you're gonna fall in love with a company again, but you're never gonna marry a company again.
And I said, I don't, I don't even know what that means. And he said. Are you married?
[00:07:00] Joy Rothschild:
Do you have any hobbies? He said like, all you do is work and that's not sustainable. And I went to Carnival and I got a job at Carnival. I led HR there for two years and I loved it.
[00:07:15] Joy Rothschild:
And then I got the phone call. You always dream of if you ever got fired, which is, we made a mistake, would you ever talk to us again?
But I was seven months pregnant. I was married, I was. A different person. I had more boundaries around me.
[00:07:30] Joy Rothschild:
But the one thing that never left me was that people gave me chances before I was ready. And I grew into the role and that philosophy, we call it growing the garden.
[00:07:45] Joy Rothschild:
And that is our philosophy here in terms of talent, is how do we find what we call the people in the corners?
Put our arms around 'em and see if we can move them to the next, you know, level. And sure. We've got tons of superstar desk clerks and salespeople. Those people are obviously easy to [00:08:00] promote. It's the quieter people or the people that. Don't have as much confidence and we really go out of our way to find those people and nurture them.
[00:08:15] Dave Travers: It obviously feels incredible. Like I felt incredible just hearing when somebody was looking in your eye and saying, I'm gonna take it and give you a shot. But how does that feel different being the one saying. I'm gonna give you a shot. How, what is that like in the, in, in the culture you have there?
[00:08:30] Joy Rothschild: That's a great question. You know, I think because the company is so much bigger now and much more complex, you know, we have complex resorts with 13 restaurants and two golf courses. You can't just throw everybody in the pool.
[00:08:45] Joy Rothschild:
And so we started coming up with programs and mechanisms to help you get from A to B.
One of the most recent ones, and I'm shocked at what this has turned into during COVID, you know, we closed the whole company [00:09:00] down and then we found out people wanna go to resorts. So we start opening our resorts, but we don't have anybody that wants to work at them. So we came up with this title, it was called Omnicare Intern, and what we did is we went to colleges and said, if you work for us for the summer.
We're gonna house you. We're gonna have a happy hour every Friday. It's not alcohol, it's, we're gonna give you a training program.
[00:09:30] Joy Rothschild:
Execs are gonna train you. You have to work at any job. And if you stay with us till Labor Day, which is when everybody typically leaves, we promise you when you graduate, you'll go into our management training program.
The same one I went into and the first summer, I think we had maybe 80. It was a huge success. I think I have 260 last summer, like it has grown and grown and grown, but we had training around it. We had structure around it. We traced what the people were doing. We had kind of fences on what they could and couldn't, like they can't come and wash dishes for three months, like you've got to move them around.
But we just kept coming up with mechanisms to help people take a step. And now when we are looking at promoting people, when we look at their succession planning profile, we look to say, were they an Omnicare intern? Did they be our leader in the development program? Did they do our executive and development program?
And all of those programs have currency. They were like, maybe they're not quite ready, but they did these programs, so let's give them a shot. So there is some structure and science around it now. It's not like in the Wild West when go, go run a comedy with 9,000 employees, even though you're 27 years old.
[00:11:00] Dave Travers: But how do you, how do you get started on that?
Because like, as a leader, I, myself and I, I, I know others too. You wanna be that person who takes a shot on someone and then has joy, you know, have this incredible career as a result of that. But it's not gonna feel that great if they don't succeed. And if you wait until you're a hundred percent
[00:11:15] sure there's a very high likelihood someone else is going to have spotted them first and you're gonna lose them.
What's the secret to knowing when to take a shot on someone?
[00:11:30] Joy Rothschild: Because we're the size we are now. We have to rely on the people in the field. So we have a layer of operations that's like a regional vice president of operations and they do hotel visits. And our incentive programs have a component for how much internal talent you are developing and how much retention you have.
So you can't just send bozos everywhere. You've got to take people that. Have a chance to succeed and then we monitor them. We have regular check-ins with them, and I'd like to say we put our arms around them. We have a program right now, it's called Ascend, and it's for middle managers and every executive in the company.
There's about 180 of us. We have to have an Ascend mentee. We are a mentor for one person. And it's an eight month program and every month there's an activity and every executive is super proud of their Ascend mentee.
[00:12:45] Joy Rothschild:
And it's funny because just today the first mentee I ever had was an HR coordinator at the Grove Park in, in Asheville, North Carolina.
[00:13:00] Joy Rothschild:
And the first call I made with her, she was very shy and very. Timid and about halfway through I said, do you like HR? She said, I, I, no, I really don't. Okay. That was
Dave Travers: a very honest thing to tell the script
[00:13:15]Joy Rothschild: HR, yes, I was, it was very brave of her telling me that, and she's in my division, so I said, we're gonna throw away the script for this month.
I said, I'm gonna give you homework. I want you to. Meet with the director of finance and meet with the director of rooms. And you know, I gave her a meeting with the director of CS. I want you to go meet with these people and come back to me and tell me is there any job there that appeals to you. So she came back the next month.
She said, I think I like finance. I said, okay, we're gonna put you in a finance leader and development program at the Grove Park Inn. That was two years ago. Just today she got promoted to the assistant controller in Hilton Head.
[00:14:00] Joy Rothschild:
So here's someone that we probably would've lost had we not started career conversations to really find out what they were doing.
And I have a personal interest in her. I'm talking to her regularly. I'm making sure.
[00:14:15] Joy Rothschild:
She's happy. And the whole thing is, we just did this for the first time last year. We now have a succession management profile on everybody in the company that's a manager, so we know. When will you be ready for promotion?
What's the best next step for you? Will you relocate if yes, where we've captured all of that? So when we do our weekly talent meetings and I've got a director of finance open in Houston, we can pull up a report that says these three people are ready. Two of them said they'll go to Houston and now we have a direction to go talk to people and say, you said this, are you game?
So it's got more. We're trying to create more and more structure around it so that if I get hit by a car or the SVP of Ops who's also passionate about this, gets hit by a car, there's a system that will keep this going.
[00:15:15] Dave Travers: Yeah, joy. What's amazing about your story, about your mentee is that I think a lot of people who are conscientious, good managers, having a mentee sitting there who seems like they're not grooving on their current role would be.
You know, like if they're gonna be honest with the person, a natural thing to say would be like, you know, you're not really coming across like you're that excited. Like my advice to you is find something about your job to get excited about and grind a little harder and make it work. But that was not you.
You went with a very direct approach and said, do you even like working for me?
Joy Rothschild: Yeah.
Dave Travers: Like what, what gives you, what gives you the like instinct to do that? Because I don't think that's intuitive to people.
[00:15:45] Joy Rothschild: Anyone that's worked for me will tell you I'm very direct. Some people can handle it. Some people cannot handle it.
[00:16:00] Joy Rothschild:
And I go out of my way. I feel the hospitality business is a relationship business. So I go outta my way to get to know you and observe you and look at you in meetings and see if you're talking and see if you're happy. And I just. Take a lot of time to do that and I feel like people are giving you clues all the time.
Are you listening to them? And a lot of people are moving too fast, I think, to listen. And I think empathy is a really big part of success and leadership and not enough people. Exercise that muscle.
[00:16:45] Dave Travers: I think there's something so profound about that because I don't think it's intuitive to people that sometimes ripping the bandaid off and saying the very direct thing is the most empathetic thing because tiptoeing around it.
Allow the other person to tiptoe around it and you might never really get to the thing and you're gonna be in your career for not just years, but decades and never getting to the thing that you don't seem like you like. It is a pretty profound, important thing to get to. And so sometimes just getting to that is the kind, empathetic thing.
[00:17:15] Joy Rothschild: Yeah, and I spoke at the leader our leadership conference last year and one of the things I said was. Coddling people is not compassionate. Clarity is compassionate. I see so many people suffer where their manager doesn't coach them or point them in a different direction or not let them go off a cliff.
And then by the time the situation has gotten to a fever pitch, the manager's like, I want this person outta here. And they haven't. Give the relationship a chance to be better. And I think a lot of leaders are really bad at confrontations and they don't like to give what they think is bad news. But I, I think it's kinder to say, you're miscast.
Can we find another place to put you?
[00:18:00] Dave Travers: Yeah. Because the unstated part of that, that is, that it's not, you're not saying there is no. Casting role for you, it's that this isn't the right role for you because you know a person who's struggling on some level, they know they're struggling. It feels like a struggle.
So it's much better to just rip the bandaid off sometimes.
[00:18:15] Joy Rothschild: I think too, like me, I look for personal qualities and I'm 68 years old. I never thought I'd be working this long and loving it, but I am. But. I'm like, I owe it to Omni to be developing a successor. And three years ago I went to the owners and I said, I'm not ready to go.
And, but I think I need someone working beside me. 'cause this, I've been here a long time, this is a big job. And they're like, who do you have in mind in hr? And I said that the person's not in hr, the person's a general manager because this person has a backbone. She has a BS detector. She knows operations, which is our business.
She doesn't know HR. I can teach that, but I wasn't looking for the HR person. I was looking for a leader and she's been with me. Now we're going on two years andyou know, we've got some frontiers mastered and other things are new. But when I announced her, a lot of my senior HR leaders were like.
Nobody can figure out what you're doing. Like what are you doing? Like they were all looking at me like, this is not like we're not on board. And after a month they came back to me, they were like, we get it.
[00:19:45] Dave Travers: Amazing. So one of the interests, so you talked about as the general manager who you promoted. One of the interesting things about having experienced your company at the hotel level is that there are some hotels.
Where you walk in and you're like, I don't know where in the world I am, but I'm in this type of hotel. Omnis don't like that. You walk in and you have a sense of place. This is not like the other hotels, and that's really interesting I think from a talent standpoint, because you're, maybe you tell me not looking for a carbon copy person in a hotel that's slightly different based on the locale.
How do you think about that?
[00:20:15] Joy Rothschild: That's a really great observation. Different cities require different things. You know, I would say a city like Nashville, where we're one of the biggest hotels in the city, we're a leader in the city. We've brought a lot of business there. We were there first. We need someone that's kind of like the mayor of Nashville in Ponto.
We're building a hotel in Mexico right now. We are saying we want this nicer than any Omni. We wanna compete with the O bearers and the one and only and all that. We need an ultra luxury GM who runs resorts. We don't have many of those because that's not what we are. So what we try to do is look at the market, try to determine where we wanna come into that market and.
What does the person's background bring to that market? Tempe is a great example. Brenda, she came from Ritz Carlton, and that's not a Ritz Carlton, but it's a great service experience. She doesn't have to be the mayor of Tempe. She doesn't have to be on every board. But in New Orleans, you do, in La Costa, you've gotta kind of.
Represent the California vibe and the California lifestyle. And so it's hard to transplant certain people to certain roles because of what the job is. And I think of Mount Washington, um, which is in New Hampshire, ski Resort golf year-round resort. The general manager that we put there. He grew up in North Conway.
He loves New England. He wants to be there. Same with the homestead. You have to wanna live in hot springs, Virginia, and the mountains like you. You can't take someone from New York City and say, Hey, your next promotion is in the middle of nowhere. And so we do look for people that have a passion for the area, maybe have a tie to the area or have worked in hotels.
Reflect what we're trying to do. A historic hotel, GM needs to have a passion for that kind of a hotel because it's much harder to run than a Tempe, which is a brand new box where everything works perfectly.
[00:22:45] Dave Travers: Yeah, fascinating. And how do you then give, in this world where you fit the GM to the market into what you're trying to accomplish there and where your hotel is positioned there, how then do you give.
To that GM to hire their team versus say, this is the omni way.
[00:23:00] Joy Rothschild: That's such a good question and that's, that's what we bring in, the power of one. So we have certain brand standards. You have to have 24 hour room service. You have to have our select guest program where if you're a frequent guest, you're gonna get coffee and another beverage delivered to your door.
You have to have robes in the room, and there's just certain brand standards that are non-negotiable. Beyond that, we tell the GMs, you're empowered as long as it doesn't go. Too far off the rails. Now there are some GMs that raise their hand and say, well, what am I empowered on and how much money can I spend?
And to what we're like, that's not empowerment. If we are telling you that, you have to tell us what's gonna create a memorable experience in your hotel. Do you have the budget? Do you need a capital investment? If you do, what's the ROI? But you're the CEO of your business. We have found that certain brands that are very SOP centric, they don't do well at Omni because we try to cultivate an entrepreneurial spirit to the point where you have like our GM in Orlando, who's now one of our VPs, he came to us and said, there's thousands of families coming to Orlando to soccer tournaments.
We need to build soccer fields. He did the ROI, we built them, they're a home run or in Grove Park. We can do more weddings if we build a pavilion. Barton Creek, same thing. We have a design to renovate the hotel. They're like, give us a wedding pavilion. You cannot have a wedding at Barton Creek. It starts at $250,000 in that pavilion.
So GMs that see a vision and see what could be. Do very well for us gyms that need a lot of handholding. Do not. Yeah.
[00:25:15] Dave Travers: Fascinating. Okay. And so you've talked about this power of one concept that's obviously an organizing principle. What is it and how does it help you communicate the Omni way to a big and growing team?
[00:25:30] Joy Rothschild: We actually rolled this out in 1991, and it was, this is your empowerment program and there's 19 different service points. You know, smile and make eye contact, be an ambassador for the hotel. There were a whole bunch of different ones and. We rolled out a training program and every week an executive would call the employee cafeteria and whoever answered the phone, we asked you what the power of one of the week was, and you knew it.
You got a hundred dollars. So when you walked through an omni hotel, they were posted everywhere. During COVID, we lay everybody off. We hire 19,000 new people who don't know what the power of one is, and. The president at the time wanted to modify it to be the power of all. So we're all in on service. We all have to create memorable experiences.
Well, it just didn't stick. And people that were legacy employees were like, we missed the power of one. So we reintroduced it and it's three things. Do what's thoughtful and caring. Put the guest first. You see it, you own it. And we've said to people, this is all you need to remember. Do this well, and we're gonna publicize it when you do it well.
And I have two crazy stories about it, but it's so good. We had a guest who stayed at Amelia Island Resort and we have a nature center for kids. And this little girl, Abby. She fell in love with this macaw that we have at the Nature Center, and she cried and cried when she left the resort. So the manager of the NA Nature Center, without asking anybody, he teaches the bird to say, Abby.
He takes a video of the bird saying Abby, and sends her a stuffed animal McCall with the video. Wow. Theparents were like, we're never going anywhere else for the rest of our life, and nobody told him to do that. The other one, it was in Nashville and a guest was in our hotel working at his desk, and I can't remember what company he worked for, but he tweeted out.
Omni's chairs are the most uncomfortable chairs I've ever sat in in my life. I, you know, who picked this? Blah, blah, blah, blah, blah. So somebody in marketing sees that. We have a different chair brought up to his room, fine. He checks out, he goes home. Our hotel manager buys a Herman Miller Aron chair and sends it to his house.
I mean, and we feel we're celebrating that all over the company. It did. It costs money. Yes. But it's such a great story about this. Yeah. And the more we hear the stories and the more we share the stories, the more people out in the hotels are trying to outdo each other and it's, yeah. It's so amazing to see.
And so. I'm really glad we brought this back. We rolled it out at a leadership conference and we're like, we're going back to the power of one, but we're doing the power of one for a younger generation, a simpler message that resonates and we put a lot of training behind it and we put a lot of reinforcement behind it, and we try to use it.
Anytime an executive speaks, if you listen to Kurt Alexander, our president, any of his podcasts, he's talking about the power of one.
[00:29:00] Dave Travers: What's so cool about a framework like that or a philosophy like that is that if you're a passionate employee. Of course you wanna be one of those people in one of those stories you just told.
And what this does is it provides you the roadmap and the framework for how to be one of those stories. And so rather than [00:29:15] saying, wow, how am I gonna get noticed? You've communicated this is how you get noticed. And that for somebody who really cares, that's really great. You're doing them a great service by telling them how.
[00:29:30] Joy Rothschild: Yeah. And you know, when we rolled it out in the nineties, managers were like. This is horrible. A bride is gonna have a wedding and she didn't like room service and desk clerk's gonna comp the whole wedding. I'm like, that is not gonna happen. And it never happened. And we also have a rule, you can't discipline anybody for the power of one.
If you don't like the decision they made. You can say, Hey, next time, maybe you do this or that. But nobody gets a hand slap if you don't like the decision they made. And honestly, I don't really hear about anyone doing stuff like that. It's all celebrated.
[00:30:15] Dave Travers: So you've talked about not just the power of one, but also what a relationship business you're in.
We also live in a world where there's technology changing underneath our feet every single day. And so how do you take this sort of enduring? Like the power of one, like bringing people out of the corners and giving them a shot and things like that, and marrying that. With this fast changing world, where do you employ technology and where do you say, this is how we do it and we're gonna keep doing it this way?
[00:30:45]Joy Rothschild: I would say in general, our technology philosophy is we wanna make things easier for the guest experience. We don't wanna take the personal touch out of the guest experience. So I have been at hotels where I get my key on my phone and I go to my room and I get in and I never see a person that won't happen at an Omni.
You're gonna check in. There's always gonna be a doorman. Somebody's gonna offer to carry your bag. You're gonna see a person. The personal touch is very important to us, so we're not gonna be the kiosk. You can check in online, but you're still gonna go to the desk and get a key and see somebody, [0 I think behind the scenes how the technology works for your reservation and letting you book spa and dinner reservations and maybe a special experience before you get to the hotel.
Or how do we? Get information into the hands of our managers. So we have a texting system that would say, Hey, we see you're checking in at five o'clock tonight. Is there anything special you'd like in your room? You could text us back, and we'll have it there, but we're not taking the person out of the equation.
And I think also on the associate side, we're investing in technology for I can change my schedule with you on my phone. I can get daily pay from you on my phone. I can see how much PTOI have left on my phone. But we had hired a very famous consulting firm, this was two years before COVID, and they're like, you could run this company without any HR.
And I'm like, we're not. We're not. We're a people business. Do people wanna come? I said, no, I'm willing to do things like. Have a shared service center for recruiting or benefits or payroll. But if the employees wanna talk to someone, there's a person that's sitting in an office, not virtual, they're sitting there, there are people in the hotel and HR that are invested in the training and development, and they're waving the flag for culture, and they're calling you up if you had an accident.
I, I don't wanna get rid of that because that's part of, you know, what we call the omni family is we're putting our arms around you. Career. We're putting our arms around you when things are bad.
[00:33:00] Dave Travers: Joy. We always end these episodes with a rapid fire question, so I'd love to ask you one. And the scenario is you're getting in the elevator at, at headquarters or you're getting a cup of coffee and the president of the company walks up to you and says, Hey, joy, I've always been meaning to ask you this.
You are the people person. You interview people all the time. I'm interviewing people all the time. What's your one best tip to become a better interviewer?
[00:33:30] Joy Rothschild: It's gonna sound crazy, but I do this every time. Do I wanna have dinner with this person? And if the answer's no, I move on. I would also say if they don't smile in the first four minutes, they're not a hospitality person.
The dinner question is my number one question. My mother, I have an owner rule, and my owner, I've never told him this, I've worked for him for 28 years. I never told him this until a month ago. I said, when I'm interviewing an executive, I say, if there was a dinner and this person was sitting next to you at dinner, would I be proud to have this person sitting next to you?
If the answer's no, I don't progress that person either. So they're kind of not, it's not the standard. Your accomplishments, what would you wish you do differently? It's my gut. Do I wanna spend time with you and invest in you personally? And would I be proud to say, here's another shining example of an omni leader.
[00:34:45] Dave Travers: You're in a relationship and hospitality business. It's not behind the scenes, never talk to anyone as you just talked about business. So I think that makes a lot of sense. Joy. It is so clear why you're a talent All star. Thanks so much for taking the time with us today.
Joy Rothschild: Thank you. It was fun.
[00:35:00] Dave Travers: That's Joy Rothchild, the Chief Human Resources Officer at Omni Hotels and Resorts. We'll put her LinkedIn profile in the notes below. And as a reminder, we put the video versions of these conversations on YouTube too, on the official ZipRecruiter channel. And if you have feedback for us or ideas for future episodes, send us an email at Talent All stars@ziprecruiter.com.
I'm Dave Traverse. Thanks for listening to Talent All Stars, and we'll see you right back here next time.