Editorial Board   Guest Author

Mr. Scholl

Todd D. Scholl

Director of Sales and Marketing, The Peabody Little Rock

In December, 2004, Todd D. Scholl was appointed director of sales and marketing for The Peabody Little Rock, an AAA Four-Diamond property within the portfolio of Peabody Hotels, and Preferred Hotels & Resorts. Sales and marketing are in his blood. At an early age, his parents, both of whom are professional sales executives, taught young Scholl the finer points of the art of selling, and closing the deal. He is a consummate hotel/hospitality sales manager, who draws on over twelve years of experience in the field. Before joining The Peabody Little Rock, Scholl was director of sales and marketing for the luxurious Canterbury Hotel - Indianapolis, a position he held for four years. At this Preferred Hotel & Resorts property, he was responsible for all aspects of sales, marketing, yield control, group sales, marketing and PR. He finished his first year $100-K over the previous year's final room revenue. Prior to that, he worked with the Indianapolis Convention & Visitors Bureau and with Marriott International. A native of Fort Madison, Iowa, Scholl studied at the University of Iowa and graduated in 1989 with a bachelor's degree in communication.

Mr. Scholl can be contacted at 501-399-8057 or Todd.Scholl@peabodylittlerock.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.