Editorial Board   Guest Author

Ms. Hutchins

Amy Hutchins

Lead Product Manager, BookingSuite (USA), Inc.

Amy Hutchins is a software professional with 12 years of experience designing and building consumer software and online services solutions. She is a Lead Product Manager at BookingSuite, and has spent the past three years focused exclusively on solutions for the hospitality industry. An advocate for non-tech-savvy consumers, Amy emphasizes a premium user experience in all software products. In her current role, Amy has traveled all over the world meeting with hoteliers and learning about their specific pain points and everyday work experiences. By analyzing the nuances of how different hospitality software systems interact with each other, Amy strives to empower properties of all sizes by providing simple end-to-end software solutions to meet their unique needs. She loves the challenge of taking conceptually difficult tasks and distilling them into easy and intuitive solutions to facilitate increased productivity in work and life. Before focusing on hospitality, Amy spent seven years at Microsoft in the Windows division. She spent much of her time in the identity and security space there. She brings that strong background to the hospitality industry, where she works to ensure a safe and enjoyable experience for hotel staff and guests alike. Amy graduated from Duke University with a major in Computer Science and minors in Economics and Classical Civilizations. She doesn't get to use the latter quite as much as she had hoped, but it does prove useful when she's traveling to historic destinations.

Please visit http://suite.booking.com/ for more information.

Ms. Hutchins can be contacted at 314-302-9952 or amy.hutchins@booking.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.