February Social Media: Social Listening Tools

Trending articles this week...

Jessica Blotter

Sustainability has become a deciding factor for individuals purchasing travel and accommodation and travel companies are adapting their offerings to meet their needs as reflected in the recently released 2019 Amadeus study: Making a Positive Impact on Travel. From reducing plastic in hotels, decarbonizing, and creating strategic partnerships that generate a positive community impact, Jessica Blotter, the founder of California-based KindTraveler explores 10 adoptable strategies today's hotelier can employ right away to not only advance sustainable travel in 2020, but also create marketing opportunities as well as reduce operating costs. Read on...

Kristi White

Taking a page out of Gary Chapman's bestselling book, The 5 Love Languages, The Secret to Love that Lasts, Kristi White, VP Product Management at Knowland, takes a look at how the various hotel stakeholders – from Owners and Operations Teams to Group Sales Managers and Revenue Managers communicate and connect. And what better month to do this than in February - the month of love. In this edition, Kristi explores the "love language" of a revenue manager. Is it Words of Affirmation, Receiving Gifts, Acts of Service, Quality Time or Physical Touch? Read this compelling take on how to better connect, work and align with your revenue manager for achieve a long, healthy and profitable relationship. Read on...

Hicham Jaddoud

Hospitality organizations may spend tremendous amounts on improving the guest experience, but they still have ways to go in improving their employee turnover and training. The hospitality industry has a culture of high turnover and lack of training due to different internal and external factors. Experiential learning and customized training programs may not only support employee retention and improve morale, but ultimately provide a positive guest experience, drive repeat visits and increase profitability. From an employee's perspective, there is the added benefit of creating a pipeline of promotable employees. From the guest perspective, better-trained employees are going to deliver better on the company mission statement as well as the brand standard. Read on...

Brad LeBlanc

A major part of Best Western® Hotels & Resorts' (BWHR) evolution has been the emergence of hip and energetic boutique brands under its corporate umbrella, including, among others, GLō®. These new additions have played a critical role in contemporizing the BWHR brand and broadening its reach from economy to upscale with unique boutique offerings. The GLō brand has allowed BWHR to appeal across generations and tap into a demographic that they were previously missing. With a stylish, convenient and technology-driven design, GLō holds a powerful new place in the affordably priced, broad-midscale hotel market. Read on...

Coming up in March 2020...

Human Resources: Confronting a Labor Shortage

With the unemployment rate at its lowest level in decades (3.7%), what has always been a perennial problem for human resource professionals - labor shortage - is now reaching acute levels of concern. It is getting harder to find and recruit qualified applicants. Even finding candidates with the skills to succeed in entry-level positions has become an issue. In addition, employee turnover rates remain extremely high in the hotel industry. As a result of these problems, hotel HR managers are having to rethink their recruitment strategies in order to hire the right talent for the right job. First, hotels have been forced to raise their wages and offer other appealing perks, as a way to attract qualified candidates. Secondly, HR managers are reassessing their interviewing techniques, focusing less on the answers they receive to questions and more on observable behavior. Part of this process includes role-playing during the interview, so that the recruiter can gauge how a candidate works through specific problems and interacts with other team members. Additionally, some HR managers are also creating internal talent pools as a way to address labor shortages. Instead of utilizing department resources to find new hires with specific skills for needed positions, hotels are cultivating talent pools internally and preparing their employees to assume leadership roles whenever the time comes. They are also placing greater emphasis on a company culture that is more performance-based, as a way to curb employee turnover, increase employee satisfaction, and assure higher levels of customer service. Finally, recognizing the importance of employee retention as a way to lessen the impact of a tight labor market, some HR managers are instituting generous reward programs in order to retain their top performers. The March Hotel Business Review will explore what some HR professionals are doing to address these and other issues in their departments.


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