Editorial Board   Guest Author

Mr. Howe

Prentice Howe

VP, Executive Creative Director, Tocquigny

VP, Executive Creative Director at Tocquigny, Mr. Howe champions a culture of fresh ideas and oversees the development of integrated campaigns across a diverse client portfolio. Mr. Howe has nearly twenty years of experience as a writer and creative director, working with some of America's most iconic brands. Having previously worked in Dallas, Los Angeles and Detroit, he relies on his experiences with people from diverse backgrounds to craft authentic connections between brands and consumers. Ideas that make him think, “I wish I'd thought of that” inspire him and drive him to make each project better than the last. Mr. Howe's hotel and spa experience includes marketing work for Hyatt Regency Hill Country Resort and Spa (San Antonio), the W Austin Hotel + Residences (Austin, TX), Horseshoe Bay Resort (Horseshoe Bay, TX), Hotel Nikko (San Francisco), St. Regis Hotel (Los Angeles), Wilshire Grand (Los Angeles), Red Mountain Resort & Spa (St. George, Utah), and Hotel Pattee (Perry, Iowa) and the Dallas / Fort Worth Area Tourism Council. Prior to Tocquigny, Mr. Howe worked at Doner in Detroit. His account experience also includes Minute Maid, Fiat, Serta, JBL, The Dallas Stars Hockey Club, Texas Rangers Baseball, Habitat for Humanity, Anheuser-Busch, Petmate and Activision. He has written for Entrepreneur, BrandFreak, Sports Business Journal and PROMO. Mr. Howe's campaigns have been recognized by Cannes Lions, London International Advertising Awards, the Webby Awards, Communication Arts, Creativity and The New York Times.

Mr. Howe can be contacted at 512-532-2885 or phowe@tocquigny.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.