Insights Type: Articles

Embracing WanderLOVE in the Heart of New York City

Robert A. Gilbert, CHME, CHBA, President and CEO, Hospitality Sales & Marketing Association International (HSMAI)  

The Adrian Award Celebration is just around the corner on February 13th and returning to New York City for the first time since 2019. The Adrians are the longest-running and most prestigious awards in the hospitality industry, annually celebrating the finest in hospitality advertising, digital marketing, and public relations. In the run up to the celebration, I want to share insights into this year’s awards. Our theme, WanderLOVE, perfectly captures the essence of this celebration – a love for travel, exploration, and the diverse experiences that the hospitality industry offers. 

In 2023, we added new entry categories:  

  • Trending: Artificial Intelligence (AI), Environmental, Social, Governance (ESG) 
  • Digital: Creators: Multimedia, video, and short form 
  • Integrated Campaign: Affiliate Marketing, Broadcast Integration, Reputation Management 

With our new categories, we saw strong digital entries, showcasing how our industry continues to innovate and connect with travelers in the digital realm. Integrated Campaign submissions were again prominent, reflecting our industry’s ability to weave stories across multiple platforms, inviting travelers to experience the joy and wonder of travel. 

We saw the continued evolution of technology influencing campaigns that emphasized the significance of direct engagement and personalized experiences in resonating with today’s travelers. Additionally, submissions in Social Media Campaigns and Website Design proved the importance of robust online engagement, while well executed New Opening/Launch campaign submissions highlighted the excitement of unveiling new destinations and experiences. On one such entry, a judge commented, “This campaign is everything a PR campaign should be – relevant, creative, timely – and focused on generating visitors to the state.” 

The diversity of participants, from Destination Marketing Organizations and Hotel Chains to Individual Properties, echoes the theme of WanderLOVE, celebrating the various ways our industry invites people to explore and fall in love with new places. 

In addition to the new categories, we updated the competition to provide more opportunities to get the recognition the great work deserves. There will be: 

  • One President’s Award for the top scoring entry in each entry category for small, medium, and large budget entries, as well as multiple Gold, Silver, and Bronze awards. 
  • Four Best of Show Awards in the Advertising, PR/Communications, Integration Campaign, and Digital divisions. 

This year’s celebration is not only an awards ceremony; it’s a homecoming and a reaffirmation of our industry’s enduring spirit of wanderlust.  In embracing WanderLOVE, we are not only recognizing exceptional marketing achievements but also toasting another year of inspiring journeys and unforgettable stories.  

Embracing WanderLOVE in the Heart of New York City

Robert A. Gilbert, CHME, CHBA, President and CEO, Hospitality Sales & Marketing Association International (HSMAI)  

The Adrian Award Celebration is just around the corner on February 13th and returning to New York City for the first time since 2019. The Adrians are the longest-running and most prestigious awards in the hospitality industry, annually celebrating the finest in hospitality advertising, digital marketing, and public relations. In the run up to the celebration, I want to share insights into this year’s awards. Our theme, WanderLOVE, perfectly captures the essence of this celebration – a love for travel, exploration, and the diverse experiences that the hospitality industry offers. 

In 2023, we added new entry categories:  

  • Trending: Artificial Intelligence (AI), Environmental, Social, Governance (ESG) 
  • Digital: Creators: Multimedia, video, and short form 
  • Integrated Campaign: Affiliate Marketing, Broadcast Integration, Reputation Management 

With our new categories, we saw strong digital entries, showcasing how our industry continues to innovate and connect with travelers in the digital realm. Integrated Campaign submissions were again prominent, reflecting our industry’s ability to weave stories across multiple platforms, inviting travelers to experience the joy and wonder of travel. 

We saw the continued evolution of technology influencing campaigns that emphasized the significance of direct engagement and personalized experiences in resonating with today’s travelers. Additionally, submissions in Social Media Campaigns and Website Design proved the importance of robust online engagement, while well executed New Opening/Launch campaign submissions highlighted the excitement of unveiling new destinations and experiences. On one such entry, a judge commented, “This campaign is everything a PR campaign should be – relevant, creative, timely – and focused on generating visitors to the state.” 

The diversity of participants, from Destination Marketing Organizations and Hotel Chains to Individual Properties, echoes the theme of WanderLOVE, celebrating the various ways our industry invites people to explore and fall in love with new places. 

In addition to the new categories, we updated the competition to provide more opportunities to get the recognition the great work deserves. There will be: 

  • One President’s Award for the top scoring entry in each entry category for small, medium, and large budget entries, as well as multiple Gold, Silver, and Bronze awards. 
  • Four Best of Show Awards in the Advertising, PR/Communications, Integration Campaign, and Digital divisions. 

This year’s celebration is not only an awards ceremony; it’s a homecoming and a reaffirmation of our industry’s enduring spirit of wanderlust.  In embracing WanderLOVE, we are not only recognizing exceptional marketing achievements but also toasting another year of inspiring journeys and unforgettable stories.  

How Fintech and Other Trends Are Shaping the Future of Distribution

Keeping up with the latest developments and issues in hotel distribution is essential as it changes. In December, HSMAI hosted a virtual distribution executive roundtable. Industry leaders gathered for a discussion that offered valuable perspectives on the state of distribution. Read on for the key takeaways from the discussion.  

  • Fintech – Friend or Foe?  

The conversation started with a deep dive into fintech’s role in the hospitality sector. There was a consensus that fintech is often misunderstood or mislabeled. It’s not just about payments or financial services; it’s about the integration of finance and technology to streamline and secure financial transactions. Discussions highlighted the diverse interpretations of fintech, from processing payments to big banks as platforms, and the need to adapt to consumer preferences in payment methods. 

The roundtable participants saw fintech as both a challenge and an opportunity. The need to support various payment methods is vital for catering to customer preferences, but it also presents internal operational challenges. There is a pull between embracing technologies and ensuring they align with existing processes. 

  • Rate Parity and Distribution Dynamics 

 A significant portion of the discussion revolved around rate parity and its implications in different global regions. The complexity of pricing and its impact on distribution strategies was a concern, especially in the context of metasearch engines and online travel agencies (OTAs). The dialogue underscored the need for more strategic control over distribution and pricing, as well as the potential benefits and risks of a parity-free environment. 

  • Collaboration and Problem-Solving:  

The roundtable participants emphasized the importance of industry collaboration in addressing shared challenges. There was a call for vendors to collaborate more closely with hoteliers, as well as hoteliers to work together to tackle issues like fraudulent behavior and the complexities of rate parity. The discussion highlighted the need for collective action and shared solutions. 

Thank you to Greg Duff, Foster Garvey, for facilitating the Roundtable, the Global Distribution Advisory Board for planning it, and the active participants from the following companies:  

  • Accor Hotels
  • Aimbridge Hospitality
  • Cote Family Companies
  • IHG
  • Marriott International
  • MGM Resorts International
  • Montage International
  • Omni Hotels & Resorts
  • Rosewood Hotels & Resorts 

HSMAI hosts this unique by-invitation only forum annually for distribution executives. If you are interested in being invited next year, please email Bob Gilbert.    

 

How Fintech and Other Trends Are Shaping the Future of Distribution

Keeping up with the latest developments and issues in hotel distribution is essential as it changes. In December, HSMAI hosted a virtual distribution executive roundtable. Industry leaders gathered for a discussion that offered valuable perspectives on the state of distribution. Read on for the key takeaways from the discussion.  

  • Fintech – Friend or Foe?  

The conversation started with a deep dive into fintech’s role in the hospitality sector. There was a consensus that fintech is often misunderstood or mislabeled. It’s not just about payments or financial services; it’s about the integration of finance and technology to streamline and secure financial transactions. Discussions highlighted the diverse interpretations of fintech, from processing payments to big banks as platforms, and the need to adapt to consumer preferences in payment methods. 

The roundtable participants saw fintech as both a challenge and an opportunity. The need to support various payment methods is vital for catering to customer preferences, but it also presents internal operational challenges. There is a pull between embracing technologies and ensuring they align with existing processes. 

  • Rate Parity and Distribution Dynamics 

 A significant portion of the discussion revolved around rate parity and its implications in different global regions. The complexity of pricing and its impact on distribution strategies was a concern, especially in the context of metasearch engines and online travel agencies (OTAs). The dialogue underscored the need for more strategic control over distribution and pricing, as well as the potential benefits and risks of a parity-free environment. 

  • Collaboration and Problem-Solving:  

The roundtable participants emphasized the importance of industry collaboration in addressing shared challenges. There was a call for vendors to collaborate more closely with hoteliers, as well as hoteliers to work together to tackle issues like fraudulent behavior and the complexities of rate parity. The discussion highlighted the need for collective action and shared solutions. 

Thank you to Greg Duff, Foster Garvey, for facilitating the Roundtable, the Global Distribution Advisory Board for planning it, and the active participants from the following companies:  

  • Accor Hotels
  • Aimbridge Hospitality
  • Cote Family Companies
  • IHG
  • Marriott International
  • MGM Resorts International
  • Montage International
  • Omni Hotels & Resorts
  • Rosewood Hotels & Resorts 

HSMAI hosts this unique by-invitation only forum annually for distribution executives. If you are interested in being invited next year, please email Bob Gilbert.    

 

Too Many Hats, Too Little Time: Productivity Reimagined with AI Personas – An excerpt

Michael J. Goldrich, Founder & Chief Advisor, Vivander Advisors LLC, HSMAI Marketing Advisory Board Member, HSMAI Foundation Board Member 

I’d like to share an excerpt of my book Too Many Hats, Too Little Time: Productivity Reimagined with AI Personas.*  

This chapter uncovers the innovative marketing strategies devised by an AI persona acting as the CMO. You’ll see how this AI-driven approach navigates challenges and opens up new opportunities for business growth. 

TransformInn’s AI-created CMO persona, Jennifer, is a virtual professional designed to blend creativity with analytical skills. Programmed with the expertise drawn from two decades of marketing know-how and insights from top-tier universities, Jennifer serves as a striking example of how AI can personify a company’s ethos. She’s built to adapt to a range of business settings, from hotel marketing to technology startups. This adaptability makes Jennifer an invaluable asset to TransformInn’s marketing endeavors. In this chapter, you’ll explore how Jennifer uses her programmed skills to create cutting-edge marketing strategies. 

TransformInn’s chief founder is keen to integrate Jennifer’s capabilities into the company’s marketing blueprint. Together, they engage in a detailed conversation to pinpoint the key elements of TransformInn’s marketing approach. Topics covered include everything from identifying the target customer base to laying out digital marketing techniques and ways to measure ROI. Their collaborative effort aims to produce a marketing plan capable of both elevating brand awareness and driving revenue growth. 

What unfolds isn’t just a hypothetical exchange. It’s an authentic simulation of a strategy session, one that captures the dialogue you’d expect in boardroom conversations. Our interaction is not merely planning; it’s a mission to shape TransformInn’s future. We have a front-row seat to this intricate process, providing a glimpse into how AI personas like Jennifer can contribute to complex decision-making. 

You’ll gain a well-rounded understanding of how an AI persona in a CMO role can be a game-changer. You’ll also learn about the symbiotic relationship between human leadership and AI in executing a successful marketing strategy. Whether you’re an aspiring entrepreneur or a seasoned business owner, this chapter provides a step-by-step guide for anyone looking to integrate AI-driven strategies into their marketing efforts. 

* HSMAI does not endorse any product service, discussion, opinions or other information presented or referred to in this article.  

5 Tips for Recruiting, Developing, and Retaining Talent in Revenue Optimization

Jennifer Hill, Vice President – Commercial Strategy, Kalibri Labs, HSMAI Revenue Optimization Advisory Board Member  

It goes without saying that we’ve had a lot of change over the last several years – some as a direct result of the pandemic and post-pandemic era, and some changes have been unrelated, like the surge of AI tools over the last year and the marked generational shift. 

The global hospitality market is expected to reach $5,816.66 billion by 2027, growing at a compound annual growth rate (CAGR) of 5.5%. This indicates a robust and expanding industry, which could be attractive to professionals considering a career in hospitality sales, revenue, and marketing. Why does it seem so hard?  

I wanted to talk with the HSMAI Revenue Optimization Advisory Board about how this issue challenges our industry in terms of talent identification, recruitment, and retention. Here are the five takeaways from our conversation including what is keeping us up at night and our reflections from the readings shared at the end of this article.  

1. Compensation  

A key hurdle in attracting top talent is offering competitive compensation. We are grappling with how to benchmark salaries effectively, considering the delicate balance between profitability and attractive pay. Tools like wage research, pay transparency laws, and internal adjustments based on exit interviews are becoming increasingly utilized. Moreover, a concerning trend has emerged: talented individuals are leaving hospitality for industries like banking, enticed by better pay and more sociable hours. This shift calls for a reevaluation of compensation strategies within our sector. 

2. Professional Development and Employee Engagement 

Professional development opportunities are critical in not just attracting, but also retaining talent. Innovative programs, such as the JI to H1B initiative and HSMAI certifications, are making significant impacts. By investing in comprehensive development plans and creating cross-functional teams, hotels are not only enhancing skill sets but also fostering loyalty and reducing turnover. This holistic approach to employee engagement is proving instrumental in building a strong and healthy workforce. 

3. Marketing the Discipline 

Attracting talent to revenue optimization roles requires a creative marketing approach. Emphasizing the dynamic, multifaceted nature of the hospitality industry can make these roles more appealing. The focus should be on the excitement and diversity of the industry, showcasing opportunities beyond traditional service roles. 

4. Retention Strategies and Performance Incentives 

Retention is as crucial as recruitment. Performance-based incentives, though effective, pose challenges, especially when they create significant year-on-year salary discrepancies. Flexibility in work arrangements and acknowledging the impact of economic conditions on compensation expectations are emerging as key factors in retaining talent. This adaptability, combined with a variety of experiences in different roles, can help maintain employee interest and commitment. 

5. The Role of Leadership in Talent Development 

Effective leadership is paramount in supporting and driving employee engagement and retention. Developing managerial skills that focus on nurturing talent, fostering a positive work environment, and recognizing individual contributions can significantly impact employee satisfaction and loyalty. 

Recommended Reading:  

Discussion for your team:  

  1. Do you know about AHLA’s efforts at promoting The Hotel Industry as a career?  
  2. Competitive Compensation vs. Industry Standards: Considering that competitive compensation is crucial for attracting talent in commercial roles, how can hotels and hotel companies benchmark their packages against industry standards while maintaining profitability?
  3. Professional Development and Employee Engagement: How can hotels and hotel companies effectively integrate professional development opportunities to not only attract but also retain talent in commercial roles, keeping in mind the dynamic and competitive nature of the hospitality industry?
  4. Recruitment and Skill Development: Given the significant talent gap created by the pandemic, especially in crucial roles like marketing, sales, and revenue management, what innovative recruitment strategies can hotels and hotel companies employ to attract skilled professionals? Additionally, how can hotels rapidly develop the skills of new recruits to align them with the evolving market demands?
  5. Retention Strategies in the Post-Pandemic Era: Considering the altered job expectations and work conditions post-pandemic, what are some effective strategies that hotels and hotel companies can implement to retain quality talent? How can they balance offering competitive compensation with creating a positive work environment that includes mental health support and work-life balance initiatives?
  6. How can we market the business better to prospective employees?

The Value of the Relationship between Revenue Management teams and Contact Centers

Michelle Lord, Director, Reservation Sales, Executive Office, GRC | Accor

If you had the opportunity to peruse our latest article on The Value of a Contact Center, you might now be wondering how you go about fostering a mutually beneficial relationship with your contact center – lets dive in!

  1. Stay Connected – Foster a relationship that invites communication by implementing scheduled meetings or check-ins between the revenue management and contact center teams. These intentional points of connection serve as a dedicated forum for teams to exchange timely updates, address challenges collaboratively and ensure alignment of their strategies.
  2. Share Goals and Objectives – Ensure both teams have a clear understanding of one another’s short and long-term goals! This alignment fosters unity and encourages collaboration between revenue management and the contact center teams.
  3. Market Intelligence – Share relevant data and insights between the revenue management and contact center teams. This can include customer feedback and market trends. By sharing this information, both teams can make informed decisions and work together to optimize revenue and customer satisfaction. This includes proactive communication around large-scale events or groups taking place at the hotel level, which can both positively (or negatively) impact the Contact Centre if not adequately forecasted!
  4. Spotlight Achievements and Opportunities for Growth – Regularly showcase the triumphs of the Contact Center, highlighting its successes, while maintaining transparency about specific areas where the hotels and Revenue Management teams can offer support. Hotels and Revenue Management teams offer the same to your Contact Centre counterparts – they want to both celebrate and support you!
  5. Develop Incentives – encourage collaborative incentives aligned with the Revenue Management teams to deliver value to all participants. This not only contributes to enhanced revenue, benefiting our Revenue teams, hotels, and contact centers, but also plays a crucial role in supporting our frontline colleagues who start creating the perfect guests experience before they event step foot onsite!

Implementing these strategies can ensures a strong connection between your revenue management and contact center teams. This fosters effective collaboration and a shared focus on common goals, leading to increased revenue growth and the delivery of exceptional customer service.

In our upcoming article, we will focus on the world of Contact Center Jargon, specifically exploring the many acronyms. Join us in navigating the language of Contact Centers, where discussions revolve around key performance indicators (KPIs), emphasizing both Rev/TT and overall AHT. It’s a hospitality wonderland waiting to be uncovered!

To learn more about HSMAI’s Contact Center Special Interest Group, please visit https://americas.hsmai.org/about/hsmai-contact-center-special-interest-group/

Effective Communication in the Hotel Industry: Key Takeaways

Heather Harmeyer, Director of Sales and Marketing, Embassy Suites, HSMAI Rising Sales Leader Council Member 

From meeting planners to your team to guests, it is essential to change your communication strategies aligning with the changing landscape and technological advances. Drawing from a recent discussion with HSMAI Rising Sales Leaders, I have identified four actionable insights that can lead to improved communication throughout hotels, spanning across departments, and extending to clients. 

  1. Adapt to Change and Technological Advancements

During the pandemic there was often tension between meeting planners and hotel representatives, often fueled by cancellations and alterations to terms. Navigating these challenges demanded a shift in communication strategies. The emphasis has since moved towards being adaptable, acknowledging the changing landscape, and harnessing technological advancements to stay connected. 

  1. Ensure Sales Team Alignment

Ensuring that the sales team remains on the same page, especially when managing multiple properties, is essential for effective operations. Regular and consistent communication came out of our discussion as the core of achieving this alignment. One member recommended holding weekly meetings with general managers to establish common goals and maintain synergy across teams. 

  1. Embrace Heart-Centered Leadership

Heart-centered leadership, characterized by empathy and understanding, was highlighted as an effective leadership approach, especially when considering improving communication. By recognizing each unique contribution, irrespective of its size, leaders can unify efforts towards common objectives. 

  1. Maintain Consistency in Client Communications

From the moment a potential guest or client initiates contact, maintaining a consistent and high level of service becomes critical. Participants underscored the significance of attention to detail throughout the customer’s journey. Innovative suggestions, like real-time showcasing of meeting spaces and integrating potential speakers into proposals, were put forth to further elevate the customer experience. 

Learn more:  

Questions for your team:  

  1. What strategies have you found effective when communicating with third party planners? Clients? How has this changed in post-pandemic times? 
  2. How do you keep your sales team on the same page? Do you have best practices for communicating effectively with other departments? Do you cross train between departments? 
  3. Guests, clients, employees are seeking personalized experiences and communication. How have you tailored your experiences, proposals, etc. to ensure they are receiving personalization?
  4. What have you implemented to encourage communication with hotel guests? Does your team utilize AI tools? How do you keep these personal?

The Power of Personalization in Revenue Optimization

Karen Codilla, Corporate Director of Commercial Strategy, Prince Resorts, HSMAI Revenue Optimization Advisory Board Member 

 

Personalization is not just about personalized pricing; it’s a revenue driver and powerful conversion tool for all commercial strategy disciplines that is capable of increasing revenues by up to 40%. I brought this topic to HSMAI’s Revenue Optimization Advisory Board for discussion. In this article, I outline our group’s key ideas for effective personalization.

1. Understand Your Guest’s Needs 

To effectively personalize pricing and revenue optimization, it is crucial to have a deep understanding of guest preferences and needs. This requires collecting and analyzing data about guest behavior, preferences, and purchase patterns. By understanding what aspects of the product or ancillary offerings resonate with guests, hotels can tailor their pricing strategies and digital guest journey experiences accordingly. 

2. Get Granular with Segmentation and Leverage Technology 

Segmenting customers based on their preferences and behaviors allows hotels to offer targeted content and custom offer options that are most relevant to each segment. Technology plays a crucial role in personalization and revenue optimization. Hotels that leverage AI and data analysis to gain insights into guest preferences and behaviors will take the lead in enabling automated personalized offers. Direct bookings benefit the most from personalization, as this segment is most likely to have the guest data available for analysis and the customized communication and offers.  The next step is how to partner with travel agencies and third-party partners to customize guest communication while being compliant with data privacy regulations. 

3. Partner with all Commercial Strategy Disciplines  

Collaboration between revenue optimization professionals, marketing, sales, distribution, and reservation contact center teams is essential to leverage personalization effectively. Personalization isn’t just personalized pricing, it’s a true personalized experience. This collaboration ensures that personalized pricing, targeted ads, customized guest journey and revenue optimization efforts are aligned with the overall commercial strategy of the hotel. 

4. Take an Iterative Approach 

Personalization and revenue optimization strategies should be continuously evaluated and refined. By analyzing guest data, monitoring the effectiveness of revenue optimization strategies, and collecting feedback, hotels can iterate and improve their personalization efforts over time. This approach allows hotels to adapt to changing guest preferences and market dynamics, ensuring that personalization efforts remain effective and relevant. 

 

Read More:  

Questions for your team: 

  • What are the best practices for personalized pricing with hotel rooms? Ancillary revenues? 
  •  What recommended systems should be in place for ideal personalized pricing?  
  • Where should an independent or franchise brand hotel start with wanting to implement personalized pricing?  
  • How should revenue optimization professionals collaborate with marketing professionals to create a commercial strategy approach to personalized pricing? How can the areas divide and conquer? 

15 Strategies to Build Healthy Habits in the Remote Workplace Environment

Marina Olson, Account Director, Global Sales, Wyndham Hotels & Resorts, HSMAI Sales Advisory Board Member 

As the New Year unfolds, it’s the perfect time to embrace healthy habits —especially when it comes to integrating those habits into your work routine. I brought this topic of discussion to the HSMAI Sales Advisory Board to hear what these leaders and their companies are doing to thrive and flourish in their personal and professional lives in 2024.  

Organizational Wellness Strategies:  

  1. Financial Incentives: Offer insurance rebates for employees who participate in health-related activities like flu shots or annual checkups. 
  2. Fund Wellness Apps: Integrate platforms like Noom for diet tracking and Nectar for mental health and peer recognition.  
  3. Fitness Opportunities: Offer online fitness classes, paid gym memberships, or reimbursements for personally purchased fitness-related memberships or classes.  
  4. Step Challenges: Encourage physical activity through year-round step challenges, perhaps supported by company-provided step counters. 
  5. Health and Wellness Teams Channel: Create a dedicated communication channel for sharing wellness tips and resources. 
  6. Walk and Talk Meetings: Promote meetings that encourage walking when screen sharing isn’t necessary.  
  7. Flexible Fridays: Implement no meeting or summer Fridays, ending work midday or halting internal emails after midday on Fridays.  
  8. DND Days: Schedule 2-3 “Do Not Disturb” days per quarter to allow employees to catch up on work without interruptions. 
  9. Networking Off-Site: Stress the importance of maintaining relationships outside of in-office meetings, particularly for remote employees. 
  10. Scheduled Physical Activity: Encourage employees to block out time for walking or workouts on their calendars. 

 Personal Strategies for Individual Wellness: 

  1. Customized Work-Life Balance: Recognize that balance varies per individual and take the time to find your own unique equilibrium. 
  2. Consistent Workouts: Try starting the day with exercise or plan out a time that works best for you. 
  3. Calendarized To-Dos: Suggest replacing traditional to-do lists with calendar entries for better time management and avoiding over-commitment. 
  4. Time Blocking: Block your calendar with focused work time to enhance productivity. 
  5. Set [and keep] Boundaries: Create and maintain personal and professional boundaries. 

Navigating incentives without intrusiveness is key to fostering a positive, health-focused workplace culture. To achieve this, it’s crucial to emphasize optional participation, ensuring employees understand that while wellness activities are encouraged, they are entirely voluntary. Maintaining a pressure-free environment allows individuals to engage in health initiatives at their own comfort level, respecting personal preferences and boundaries. This approach ensures that wellness programs are supportive, not mandatory, aligning with the diverse needs and lifestyles of all team members. 

Recommended Reading: 

Reading Creating a Culture of Wellness in a Remote or Hybrid Environment  

Discussion Questions: 

  1. What are some things that your company is doing to encourage healthy habits in your remote workforce? Do you have a plan in place for 2024?
  2. Tracking progress and quantifying healthy habits can be motivating and create accountability. What metrics or tools could be used to measure individuals’ or teams’ remote work health habits effectively? 
  3. Should companies incentivize these habits, and if so, how can they do so without being intrusive or promoting unhealthy competition?