Editorial Board   Guest Author

Mr. DeMoss

David DeMoss

CEO and Founder, WAKEUP CALL

A seasoned risk management professional with extensive expertise in the hospitality sector, David DeMoss has served in all aspects of the industry from coast to coast. Prior to founding WAKEUP CALL, he spent over ten years as vice president of Petra Risk Solutions, where he received his CIC designation. He helped his clients by effectively engineering their insurance policies as part of their overall risk management strategy. This overall strategy would become the blueprint for handling the diverse risks they faced on a daily basis within their respective hotels and resorts around the country. As a former insurance broker specializing in the hotel market, he gained experience and expertise in a wide range of risk management processes specific to the hospitality industry, such as property inspections, onsite training, OSHA compliance resources, HR services and other areas requested by his clients. When requests for these services began to grow faster than the brokerage, he identified a need for a simple and streamlined risk management solution for the industry, and set out to provide it. With years of in-depth service dedicated to the hospitality sector, David is knowledgeable in virtually all aspects of hotel, resort and spa risk exposure and management. His specialized expertise led to the development of the WAKEUP CALL platform, which was introduced in 2011. Until then, the hospitality industry had been under-serviced by a couple of general resources, which provided minimal support. With the advent of WAKEUP CALL, David has single-handedly revolutionized the industry with a powerful, single-source, online solution that provides complete, real-time information and tools to assist hotels in managing critical and emerging issues.

Please visit www.wakeupcall.net for more information.

Mr. DeMoss can be contacted at 866-675-3909 or david@wakeupcall.net

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.