Editorial Board   Guest Author

Mr. Peter

Tim Peter

Founder, Tim Peter & Associates

Tim Peter is an award-winning hospitality marketing executive with more than 20 years of experience developing successful, cutting-edge e-commerce and digital marketing programs. Prior to founding Tim Peter & Associates, a full-service e-commerce and internet marketing consulting firm in early 2011, Mr. Peter worked with the world's largest hotel franchisor and the world's premier independent luxury hotel representation firm to help hotels and resorts across diverse segments achieve billions of dollars of online revenue.

Mr. Peter's writings have appeared in many trade publications, and his blog, "Tim Peter Thinks," attracts a large following each month. He writes a column for Hotel News Now and frequently comments on Internet marketing and e-commerce topics in publications, including the New York Post, Hotel Management and Hotel News Now. His first book is due out in 2018.

Recognized as one of HSMAI's Top 25 Extraordinary Minds in Hospitality Marketing and Sales, Mr. Peter focuses on digital marketing, consumer behavior, and e-commerce strategy. His work leverages lessons learned from life in the trenches of digital marketing and e-commerce for some of the world's most widely known brands and how those lessons apply today.

An in-demand speaker, Mr. Peter has presented to global audiences in public and private events. He teaches courses in digital marketing strategy and operations for Rutgers Business School and the Mendoza College of Business. He is also the author of several white papers, including “Digital Hotel Marketing in a Multiscreen World,” “When More is More: Upselling as a Sales & Marketing Tactic,” and “Engaging Online Travel Shoppers Through Integrated Marketing.”

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

Mr. Peter can be contacted at 201-305-0055 or tim@timpeter.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.