Editorial Board   Guest Author

Ms. Jackson

Judith Jackson

Founder, Judith Jackson, Inc.

Judith Jackson is author, lecturer, product and spa developer, certified aromatherapist and licensed massage therapist. She founded Judith Jackson, Inc. after discovering the profound benefits of aromatherapy during a business trip to London 30 years ago.

Ms. Jackson changed her career in marketing and communications and returned to London to study the art and science of aromatherapy. After receiving a certificate in aromatherapy treatment and formulation, she returned to the United States and founded Judith Jackson, Inc. and began to create, manufacture, sell and teach aromatherapy.

Ms. Jackson wrote the first American book on Aromatherapy, "Scentual Touch, A Personal Guide to Aromatherapy", which has been published worldwide in eight languages. Her line of aromatherapy products were the first in major American spas and they received coverage from magazines such as Vogue, Harper's Bazaar, Town & Country and Elle.

Ms. Jackson's prior career in fashion and beauty proved very useful to product development, marketing and communicating the benefits of Judith Jackson Aromatherapy. This phase of her career included positions as Publicity and Fashion Director for Bonwit Teller, Vice President Publicity and Feature Events Director for Bloomingdale's (all stores), Vice President and Account Supervisor U.S and Europe for Burson Marsteller, and Vice President and Brand Manager, Product Development and Branding for Revlon.

Fifteen years ago, Ms. Jackson added hotel amenities to her company's offerings when Marietta Corporation licensed Judith Jackson Spa bath and body products and placed them on Radisson Seven Seas 5-star cruise ships. Ms. Jackson was also asked to create and run spas and salons on the ships featuring her treatments, and beauty services. This led to establishing the Judith Jackson Aromatherapy Spa in Westport, CT. During this period Ms. Jackson also wrote "The Magic of Well Being, a Sensory Program for Self Development," published by DK in the U.S and Europe.

For the past five years the Judith Jackson Spa line of amenities has been made and distributed to fine hotels and resorts by the Hunter Amenities Corporation of Canada. Judith Jackson Spa amenities are also sold in retail sizes by Target and on her own web site, along with the classic Judith Jackson Aromatherapy.

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

Ms. Jackson can be contacted at 203-698-3011 or Judithjackson33@aol.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.