Editorial Board   

Mr. King

Robert King

General Manager, Travel & Hospitality, ClickSquared

With more than 20 years of experience in the travel and hospitality industry, Robert King has held marketing, sales and senior management positions at a variety of organizations. Mr. King works with ClickSquared clients throughout North America, Asia and Europe to develop and implement highly targeted, timely, interactive customer relationship programs that result in increased ROI. Prior to joining ClickSquared, Mr. King was with Intrawest Corporation in Vancouver, BC where he was senior vice president of marketing and sales. At Intrawest, Mr. King was responsible for creating a fully integrated CRM system that resulted in more than $120 million annually in resort revenue. Before Intrawest, Mr. King was vice president of Turnworks, Inc. a Houston-based private equity/consulting firm. Prior to Turnworks, he held senior-level positions at Neat Group, Inc., a start-up Internet distribution company and Continental Airlines, Inc. At Continental, Mr. King was a staff vice president and managed its North American field sales organization, a network of over 50 city ticket offices and an outbound telesales operation that collectively generated more than $5 billion in annual revenue.

Mr. King can be contacted at 480-603-9403 or bking@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.