Editorial Board   

Mr. Federman

John Federman

CEO, eStara

John Federman is CEO of eStara, a leading provider of multi-channel communications solutions that connect buyers and sellers. eStara's customer interaction tools increase marketing and sales conversion rates for large enterprises including Starwood, Hilton, Red Lion, and Club Med. Other clients include Verizon, Amazon.com and Continental Airlines. eStara's Click to Call service seamlessly transitions online consumers, together with the context of their session, into immediate telephone or PC-based voice contact with the business. Their call tracking service provides a flexible, scalable call tracking and monitoring service that allows companies to track leads generated in any print or online medium. As Chief Executive Officer, John Federman is responsible for eStara's strategic direction, growth and corporate vision. Mr. Federman brings more than 20 years of experience with innovative information technology and media companies to eStara. Prior to joining the Company, Mr. Federman was co-founder, president and CEO of Dotomi, an Internet advertising company, and was responsible for its successful rollout in the United States. Mr. Federman has extensive experience in developing start-up companies and driving them to growth and profitability. As president and CEO of AdSmart, a CMGI company, he grew the company tenfold and orchestrated its sale to Engage. Following AdSmart, he successfully repositioned Newmediary from a destination site to an ASP supporting a private label directory network, and sold that company to CNet Networks. Mr. Federman's career began at Ziff Davis Publishing, where he held a number of positions culminating as Publisher of PC Week, the world's Number 1 trade journal. Mr. Federman is a graduate of the University of Massachusetts and holds a Bachelor of Arts degree in Business and Art.

Mr. Federman can be contacted at 703-842-4436 or John.federman@estara.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.