About the book



A great guest experience doesn’t just happen – it  depends heavily on the employees who provide it. People make the magic.  You can have the most updated hotel property, in an ideal location, with  great amenities, and if your team is subpar, it won’t matter. The hotel  won’t be successful and guests won’t come back! Conversely, a tired  property that is clean and offers outstanding guest service – provided  by great employees – is a place guests will return to and will recommend  to their friends. The second hotel will maintain market share and grow  in profitability. The first one won’t. That difference is because of the  employees. 

So how can you hire and keep employees who make that difference? In their new book, The People Effect,  authors Joel Carver and Mary Weber share some of the foundational  concepts that they have found useful over their years in the hospitality  industry and in managing and leading people. As dynamic leaders and  change agents, both Weber and Carver are firm believers that whenever  good people are involved, magic can happen. 

The  two first crossed paths in 2008 when they both worked in senior  leadership roles with a hospitality management and real estate company.  Carver led the sales and marketing functions and Weber was the senior HR  leader for the organization. The journey they went on - along with a  team of great leaders - was first to keep the hotels profitable and  staffed during the great recession. They then pivoted to designing and  implementing organizational strategies to create and support a team of  associates who were among the best in the industry as the economy  recovered. 

Weber  moved on from that role to continue her 30-year career in strategic  human resources leadership and talent management strategies. She left  the corporate world to consult, provide leadership coaching, teach at  the collegiate level and ultimately, share her knowledge and experiences  through the book.  Carver also took the entrepreneurial path and  founded The Carver Companies, which is transforming the hospitality  industry as it has become the largest hospitality facing, human capital  organization in North America. 

This book was born out of a comment that the two often heard from clients and colleagues - “You really need to write a book”  to share experiences and perspectives. They had seen a profound change  in how employers manage their employees and in how employees want to be  treated over this past decade and felt it was important that leaders  take note.  The change resulted from a significant shift in priorities  over the years. While profitability has always been the goal, in today’s  world an exclusive focus on the P & L has taken over how many  hotels are managed. The goal of every hotel is to provide a clean,  well-run hotel with a great guest experience – profitably. However, the  “profitably” part has been crowding out everything else. With the P  & L driving most decisions, hotel managers have forgotten about the  people effect. Guests and employees have taken a backseat to the bottom  line. 

During the  great recession, employees became a commodity, but that has shifted  dramatically. Unemployment in the U.S. is at the lowest point in 50  years. Good employees are hard to find, let alone retain. So the  recession-era way to view and treat them needs to change—and change  fast. Hotel operators, like other business owners, must  switch from treating employees like commodities to treating them like  the assets they are. The only way to attract and retain the best talent  is to value the people who possess that talent and create a positive,  memorable, and supportive employee experience for them.  “Employees are  the foundation of the success of any business – particularly in the  hotel industry. If we treat our people well, they will treat our  customers well, which will treat our P&L sheet well,” said Weber.   “If we don’t, our guest experiences will collapse and take our profits  with them.” 

Carver  and Weber have continued to collaborate together to address human  capital challenges facing each of them in their new roles. In their  book, the two share some best practices on how to create a strong and  positive employee experience. They organized the book to mirror the  experience most employers have with their employees - covering  everything from the fundamentals like organizational culture, to  recruiting, selection, performance management, career development and  more. Most chapters have two sections. First, there’s a story line  illustrating some of the challenges associated with managing people in a  complex hotel setting. So in the first part of each chapter, you’ll  meet General Manager Margaret and HR Director Josh and see the scenarios  from their individual points of view. The second section of each  chapter includes ideas and solutions that hotel GMs and HR managers can  start using immediately to enhance the employee experience. The plan is  not just to inspire and provide examples, but also to give concrete  action steps and strategies. Weber and Carver include samples and  resources at the end of the book to help readers get started with the  tactics they cover.

While  the book is primarily targeted at hoteliers, the concepts and solutions  presented are tried and true, and easily applied to other industries.   “Our goal in writing this book is to encourage and empower hotel owners  and operators to begin dedicating the same attention and care to their  greatest resources – their people – that they have previously dedicated  to brick and mortar assets and line items on the P&L sheet,” said  Carver. “If you’re on board with that goal, this book is for you.” 

The People Effect


Single copies of THE PEOPLE EFFECT may be purchased by clicking the link below.  Volume orders may be placed by emailing 

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