Editorial Board   

Ms. Tounta

Philia Tounta

General Manager, Apokoros Club Hotel & Villas

Philia Tounta has been working in the tourism sector for 23 years. She has worked in various hotels, travel agencies and unions in Greece and abroad.

Currently Ms. Tounta is a General Manager of Apokoros Club Hotel & Villas in Athens. In addition, she is a Customer Service Manager at Thamiris Hotels in Crete, and Founder of the upcoming Activities web site “meetauthenticcrete” as well as a sales rep at “Crete Focus”.

Ms. Tounta is a hospitality & tourism consultant for small medium sized hotels, a Tourism Ambassador in Hellenic Tourist Society, an editorial board member for the Journal of Tourism & Hospitality Management New York USA, a provocateur in seminars and occasionally speaks at  industry conferences. She is a freelance author to various online international and local blogs (hotelspeak, hotelexecutive, traveldailynews, ehotelier, etc).  She often participates in discussions in Greek Radio Channels and has been interviewed by various journalists from abroad concerning tourism issues.

Ms. Tounta acquired an MBA Degree at UK Leicester (Employee Relations), a Bachelor Degree in Athens (Organizational Behavior &Management), and a Diploma in Tourism and a Diploma in CRM, UK. She speaks English, French, Spanish, Russian and Italian and she is a member of TIES, HTS, Bedposts, etc. She has attended numerous seminars and workshops concerning tourism and small business management.


Ms. Tounta can be contacted at apokorosclub@yahoo.gr

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.