Editorial Board   Guest Author

Ms. Zoba

Holly Zoba

Senior VP of Sales - Hospitality, Signature Worldwide

As Signature Worldwide's senior vice president of sales, Holly Zoba is responsible for leading the sales efforts in the hospitality industry. Ms. Zoba joined Signature in this role in January 2010 with more than 20 years of sales and marketing management experience. Ms. Zoba is an accomplished leader known for maintaining strong customer relationships, sourcing new business and determining best-fit solutions for clients. She also has in-depth experience in training, developing and coaching talent. Prior to her role as senior vice president, Ms. Zoba was the director of business development in the central United States for Milestone Internet Marketing. Before that, she worked with Signature for three years where she was consistently the top seller in the hospitality division and held the position of national sales director. Ms. Zoba has also worked as a hotel general manager, corporate director of sales and marketing, and director of business development for her own website design company. Ms. Zoba holds a bachelor's degree from Catholic University and is an allied board member of the Ohio Hotel & Lodging Association. She also has received executive education and sales training from the University of Virginia, Darden School.

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

Ms. Zoba can be contacted at 614-766-5101 or hollyzoba@signatureworldwide.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.