Editorial Board   Guest Author

Mr. Effron

Justin Effron

Co-Founder & CEO, ALICE

Justin Effron is the Co-Founder and CEO of ALICE. ALICE is the first complete communication, cost savings and revenue generation operations platform for hotels, which enhances the guest experience and connects all points within the hotel to simplify guest service - and make it more cost-effective.

ALICE's partners include 3-5 star independent and managed hotels, hotel groups, residential condominiums, serviced apartments, vacation rental companies, and concierge companies looking to provide exceptional service through mobile staff technology and guest communication channels.

Born and raised in New York City, Mr. Effron graduated from the University of Pennsylvania in 2012 with a Bachelor of Arts degree in history. Previously, Mr. Effron was an analyst on the Equity Portfolio Trading Desk at Citigroup, leaving in 2013 to build ALICE with co-founders Alexander Shashou and Dmitry Koltunov.

As CEO, Mr. Effron leads all fundraising, sales and business development. He and his co-founders have raised a total of $39M and acquired the company's main competitor in the concierge technology space, GoConcierge, in 2017.

Since its founding, ALICE has gained serious traction in the industry, working many of the world's leading hotel and luxury residential brands, including Two Roads Hospitality, Dream Hotel Group, Grupo Posadas, SIXTY Hotels, NYLO Hotels, and Leading Hotels of the World.

Please visit https://info.aliceapp.com for more information.

Mr. Effron can be contacted at 212-579-2861 or justin@aliceapp.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.