Editorial Board   Guest Author

Ms. Childs

Carolyn Childs

Principal, Mytravelresearch.com

Carolyn Childs has spent more than 25 years' helping businesses achieve their goals by using research and other evidence to guide strategy and planning - mainly in the aviation, travel and tourism fields. She has worked in more than 35 countries on every inhabited continent and brings a detailed understanding of customers and how to connect with them. As well as running her own businesses, Ms. Childs has worked for organizations such as the International Air Transport Association, TNS (the world's largest custom research company) and ran the Travel Research Centre for 8 years. Her clients include blue chip names across the industry including Aer Rianta, Tourism Australia, TurEspana (Spanish national tourism organisation), Air New Zealand, Qantas and Emirates. Ms. Childs' passion is making a difference and she does this by making research accessible and business focused. With Bronwyn White, she co-created Domesticate™ (now owned by TNS) - one of the industry's most respected sources of strategic direction for the Australian domestic tourism market. Ms. Childs set up MyTravelResearch.com with Ms. White in 2011 to help fulfill this passion by making the tools, approaches and insights accessible to everyone. Ms. Chiilds is a regular speaker at conferences and writes blogs for Sparksheet (on behalf of TNS) and MyTravelResearch.com. She has written an e-book “Same, same but different: Connecting with Consumers in Emerging Markets” She is a Full Member of the (UK) Market Research Society), contributes to the UNWTO panel of world tourism experts and is a founding board member of the TTRA Asia Pacific Chapter

Ms. Childs can be contacted at 610416213962 or carolyn@mytravelresearch.com

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.