Editorial Board   Guest Author

Dr. Sammeck

Jan Sammeck

Director Digital Commerce & Projects, Deutsche Hospitality

Jan Sammeck is the Director Digital Commerce and Projects at Deutsche Hospitality, a Frankfurt, Germany-based Hotel Company that operates over 150 hotels in over 20 countries under the brands Steigenberger Hotels and Resorts, MAXX by Steigenberger, JAZ in the City, IntercityHotel and Zleep Hotels. In his function Dr. Sammeck is responsible for all web development and online marketing activities at Deutsche Hospitality.

With his team of online marketers and web project managers, he seeks to provide continuous growth to the group's hotels direct booking revenue, thereby increasing independence in digital distribution. His work is focused on generating more revenue from direct bookings, increasing the efficiency of all online marketing activities, exploring untapped consumer potential and integrating the digital customer journey with the group's websites.

Dr. Sammeck has authored a popular book on online marketing for hotels and contributes regularly to German industry publications. He is also a regular speaker on conferences nationally and internationally where he shares his thoughts on the topics of online marketing, direct distribution and web-related digital processes.

Prior to joining Deutsche Hospitality he was working for a major German OTA, where he led the internationalization into markets such as France and the UK, and also helped launch a budget hotel chain brand. During his early career he gained experience in the consulting industry and worked as a research associate.

Dr Sammeck has an academic background in business administration and holds a Ph.D. in Economics from Leipzig Graduate School of Management.

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

Dr. Sammeck can be contacted at +49 06966564187 or jan.sammeck@deutschehospitality.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.