Editorial Board   Guest Author

Mr. Walsh

Richard Walsh

Founder & Chief Executive Officer, Travel Marketing Dynamics

Richard Walsh has spent over 40 year in the inner circles of travel combining both airlines and hospitality.  For airlines he spent years with Air France battling the GDS on ranking and preferred data exchange.  From Air France, he moved to the Official Airline Guide to help develop stronger relations with travel agents.  From there Mr. Walsh I moved to Reed Elsevier Publishing to help solve challenges for providing airline schedules and hotel directories in North America as well as the evolving challenges with technology and access to this information. 

As the President for North America, he launched Amadeus in North America.  He created Innovata to provide global flight schedules with integrated hotel advertising capabilities by location search.  He was instrumental in the conversion of Reed Elsevier and Hotel Travel Index publishing companies conversion from print to digital access. 

For hospitality specifically, Mr. Walsh helped launch multiple companies that provide effective Internet marketing services, including website creation and search engine marketing (SEM).  These companies include Vizergy and Lodging Interactive.  His current consulting services have been integrated into new hospitality technology solutions hotels in the U.S. and across Europe.  Today, it is his mission to help the hospitality industry capitalize on new technologies that benefit the hotels one-by-one based on their location, guest profiles and location benefits that relate to proximity to corporate headquarters, government facilities, attractions and events.  Through the integration of why and where a traveler is going they will receive maximum personalization and benefits. 

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

Mr. Walsh can be contacted at +1 678-849-9996 or rwalsh@tmdynamics.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.