Editorial Board   Guest Author

Mr. Padwick

John Padwick

Vice President, Travel, Merkle

John is a seasoned Travel Industry executive with 15 years global experience in integrated brand marketing and technology systems. His background includes building and managing integrated brand marketing teams and initiatives across the travel industry. He's been responsible for developing digital platforms (including CRM and loyalty programs) for major global travel brands, including: Hilton Hotels, Marriott Hotels & Resorts, and Wyndham Hotels & Resorts. He brings a unique blend of industry knowledge regarding pertinent KPIs, CRM, and modern consumer new media consumption patterns. Immediately prior to joining Merkle, John's role centered on delivering CRM consulting, integrated marketing, and marketing automation solutions.
 At Merkle, John spearheads the growth efforts for Merkle's specialty Travel practice. The practice provides expertise in bringing innovative data, analytic, and technical marketing solutions to top travel and hospitality clients. He is passionate about helping Merkle industry partners understand and leverage our customer-centric approach, delivering targeted experiences to customers and prospects across online and offline media.


Please visit http://www.merkleinc.com for more information.

Mr. Padwick can be contacted at 415-410-6303 or jpadwick@merkleinc.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.