Editorial Board   

Mr. Motavalli

Jim Motavalli

Editor, E Magazine

Jim Motavalli is the Editor of the Norwalk, Connecticut-based E Magazine, the only independent national environmental bi-monthly. The magazine has consistently won national design and editorial awards (including the 2003 Utne award for best science and environmental reporting). He is the author of Breaking Gridlock: Moving Toward Transportation That Works (2002) and Forward Drive: The Race to Build "Clean" Cars for the Future (2000), both published by Sierra Club Books/Random House. Feeling the Heat: Dispatches From the Frontlines of Climate Change, edited by Motavalli and based on reporting in E Magazine, was published by Routledge in 2004. Green Living: The E Magazine Handbook for Living Lightly on the Earth (published by the Plume division of Penguin) was released for Earth Day 2005. He has also spoken to many environmental groups and professional associations, including the Society of Environmental Journalists, the International Motor Press Association, the federal Clean Cities conference, the Center for Environmental Health, EarthSave, the Sierra Club, the Natural Resources Defense Council, the Appalachian Mountain Club and the Vegetarian Society of Hawaii.

Mr. Motavalli can be contacted at jimm@emagazine.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.