Hospitality operators face a constantly shifting regulatory landscape, where policy changes can significantly affect labor models, scheduling, compliance requirements, and long-term forecasting and planning. To stay ahead of these changes, Morrissey Hospitality actively participates in industry leadership at the state level, including through service on the Board of Directors of Hospitality Minnesota, the state’s leading hospitality trade association.
As Vice President of Human Resources, Paula Soderburg brings an insider’s perspective to statewide policy discussions, helping ensure that proposed legislation reflects the realities of hospitality operations across the state.
Navigating a Complex Policy Environment
Recent legislative sessions introduced several proposals with direct implications for hospitality employers. These included Minnesota Paid Leave requirements, junk fee regulations, mandatory unpaid meal break thresholds, and proposed tax structures affecting hotels differently than online booking agents.
Each issue carried its own operational risk. Paid leave raised concerns around seasonal employment models common to resorts and tourism-driven businesses. Junk fee regulations required clarity to avoid unintended impacts on pricing transparency. Meal break changes introduced new scheduling and labor considerations. Proposed tax discrepancies between hotels and online booking agents highlights fairness and competition concerns across the industry.
Hospitality Minnesota and its board members worked to balance compliance with operational feasibility, advocating for language that acknowledged the diversity of hospitality business models across the state.
Practical, Informed Advocacy for an Evolving Industry
Paula’s role extended beyond board meetings. She regularly communicated directly with legislators and policymakers, reviewed bill language, and provided informed recommendations to Hospitality Minnesota leadership and lobbyists. As a human resources leader, she also served as a resource to owners and operators on the board, translating policy language into practical workforce implications.
This hands-on involvement helped ground policy discussions in day-to-day operational realities. Rather than reacting after legislation passed, the goal was to anticipate impacts early and help shape language that reduced unintended consequences for operators and employees.
Meaningful Outcomes for Operators
While not every proposal was altered, several outcomes had a meaningful impact across the hospitality industry in Minnesota.
Revised language in the Minnesota Paid Leave legislation created exemptions for seasonal workers, a critical adjustment for many summer and winter resorts. While this change did not directly affect Morrissey Hospitality portfolio, it significantly reduced risk for hospitality operators statewide.
Mandatory unpaid meal break requirements passed with revised language, shifting the threshold from eight hours to six. While this change requires scheduling adjustments for Morrissey Hospitality and many others, early insight allowed hospitality teams to prepare, plan, and adapt proactively rather than reactively.
Other issues, including the treatment of online booking agents, were tabled to preserve time for further review and advocacy.
Leadership That Benefits Partners
By participating directly in hospitality industry advocacy at the corporate level or property level, Morrissey Hospitality stays informed, prepared, and engaged as state compliance expectations and regulatory requirements evolve. For management partners, this leadership translates into clearer guidance, fewer surprises, and a management team that understands not only how to comply with change, but how to plan for it.
Services Provided:
Human Resources & Employee Engagement
- HR leadership and compliance guidance
- Industry advocacy and regulatory insight
- Workforce policy interpretation and planning
- Owner and operator advisory support
