Editorial Board   

Mr. Morse

Steve Morse

General Manager, Travel & Hospitality, ClickSquared

Steve Morse is the General Manager of the Travel and Hospitality vertical at ClickSquared. With more than twelve years of experience in entrepreneurial environments, Steve has a proven track record of helping companies position and grow their solutions increasing retention while decreasing overall costs. In this role, Morse counsels clients on the strategic direction, design and implementation of marketing and communication programs to build long-term relationships with customers. He works closely with ClickSquared's travel and hospitality clients throughout North America and Europe. Before joining ClickSquared, he was the Vice President of Demand Generation Products at Marketsoft and the Vice President of Marketing at Elity Systems. Morse also headed Product Marketing at EasyAsk and led the definition and launch of the industry's first synchronized search, navigation, merchandising, and analytics solution. The solution was ultimately purchased by Lands' End, Ann Taylor, GAP, and Lillian Vernon. Prior to this, Morse was the Vice Presidnet of Product Marketing at Xchange, a pioneer in analytical CRM applications. Morse is a graduate of the University of Notre Dame.

Mr. Morse can be contacted at 781-487-7569 or smorse@clicksquared.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.