Editorial Board   Guest Author

Ms. Coloccia

Jane Coloccia

President & Chief Creative Officer, JC Communications, LLC

Jane Coloccia is the President & Chief Creative Officer of JC Communications, LLC, a boutique agency specializing in communication for the travel, lifestyle, and food industries. She began her career on the editorial side as Assistant Travel Editor of Modern Bride Magazine where she developed a keen sense of what editors like and dislike when being pitched by a PR professional. With more than 20 years of experience in working with everything from big brand name hotels to independent resorts and small inns, Ms. Coloccia knows the hospitality business inside and out. In fact, she is probably the first and only public relations executive who has received the Certified Hospitality Marketing Executive (CHME) designation from the Hospitality Sales & Marketing Association International. Ms. Coloccia's expertise also includes a stint at The Leading Hotels of the World as Director of Communications, which helped to solidify her luxury hospitality marketing skills. She has won a variety of awards for her writing and public relations campaigns including from the Hospitality Sales & Marketing Association International and also the New York chapter of the International Association of Business Communicators. Her biggest concern about hospitality marketers is complacency — when hoteliers think they can just sit back and wait for the business to come to them rather than embracing every tool at our disposal to touch the consumer every way they can. Ms. Coloccia is a member of trend guru Faith Popcorn's Brain Reserve Talent Bank and also blogs on travel as the New York Luxury Travel Examiner. Ms. Coloccia's writing has been published in a wide variety of trade and consumer magazines, she has been called upon to speak at many industry conferences on various marketing and communications topics, she provides training for companies who seek to develop the marketing communications skills of their mid and senior-level managers, and she is also a pop-culture author. She has written a non-fiction book, "Confessions Of An Online Dating Addict," and is currently at work on a second book as well as a screenplay.

Ms. Coloccia can be contacted at 310-456-4631 or jane@jcccommunicationsllc.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.