Editorial Board   

Mr. Stacy

Mike Stacy

Chief Executive Officer, Groople.com

Mike Stacy has been the Chief Executive Officer of Groople.com, the leading group travel booking website since November 2005. Mr. Stacy brings 15 years of experience to Groople, including successfully building and growing some of the top online travel brands. Prior to joining Groople in November 2005, Mr. Stacy was president of Cheaptickets.com, a leading online travel website owned by Cendant. While at Cheaptickets, Mr. Stacy developed a new organization and improved the technology and customer experience, leading to historically high conversion rates. He effectively cut costs and launched a new marketing campaign, bringing Cheaptickets to profitability for the first time, earning the website the accolade of "Fastest growing online travel site" in 2004. Based in Denver Colorado, he holds a bachelor's degree from St. John's University and an M.B.A. from Pepperdine University.

Mr. Stacy can be contacted at 303-483-9006 or mikestacy@groople.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.