Editorial Board   

Mr. Simpson

Mark Simpson

President & Founder, Maxymiser

Mark Simpson is Founder and President of Maxymiser, the global leader in conversion optimization. Maxymiser works with leading companies, such as Hertz, Lufthansa, Wyndham Hotels and Time Warner Cable, and across all sectors, digital platforms and media, to improve website and mobile conversion rates, offline customer profiling, visitor insight, customer loyalty, and overall digital experience. Maxymiser is based in New York, San Francisco, and internationally. Prior to Maxymiser, Mr. Simpson headed up online marketing and business development for Travelport, focusing on the acquisition and integration of ebookers, Octopus Travel, Hotel Club and RatesToGo, as well as heading up the company's Business Development, Search and PPC teams. Mr. Simpson was additionally a member of the team that launched Hitwise to the UK market. He graduated with a BCom Honours degree in Commerce from the University of Birmingham.

Mr. Simpson can be contacted at 212-419-0394 or mark@maxymiser.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.