Editorial Board   Guest Author

Mr. Fitzgerald

Ryan Fitzgerald

Co-Founder, Net Conversion

Ryan Fitzgerald dreams in pie charts and bar graphs, and is committed to helping his clients understand the importance of these numbers. He leads analytics, reporting and product development for Net Conversion; spending hours poring over Excel spreadsheets and calculating the effectiveness of advertising campaigns. Mr. Fitzgerald's expertise includes product development, planning and analysis, pricing strategy, corporate finance, online media and advertising and the overall management of a variety of clients, partner and vendor relationships. While he is neurotic about numbers and infatuated with spreadsheets, he is remarkably articulate and fun to be around. Prior to launching Net Conversion, Mr. Fitzgerald invested his analytical efforts in the travel industry, including the world's biggest theme parks, Walt Disney World and Universal Orlando Resort. He has a Bachelor of Arts in Economics from the University of Florida and a Master of Business in Finance from Rollins College. The team at Net Conversion is focused on driving revenue for clients in the travel industry through paid digital marketing along with comprehensive analytics. They won a 2012 Hospitality Sales and Marketing Association International (HSMAI) Gold Digital Marketing Adrian Award for an online video campaign created for the Nassau Paradise Island Promotional Board in partnership with Verb Interactive. The campaign increased website visitation by 30 percent from top-origin markets and delivered 50 percent more leads to partner resorts.

Mr. Fitzgerald can be contacted at 407-241-2044 or ryan@net-conversion.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.