Using Social Media to Attract High Performing Sales Talent

By Suzanne McIntosh President, McIntosh Human Capital Management | March 18, 2012

Professional networking sites and social media channels provide effective and creative ways to search for high performing hospitality talent, particularly sales and marketing candidates. Targeted marketing on your company website, your company social media page (LinkedIn, Facebook, etc.), along with contributions by members of your team through social media (LinkedIn, Facebook, Twitter, etc.) can assist in finding talented salespeople.

Professional networking sites, such as LinkedIn, with over 135 million users, are a goldmine of sales and marketing professionals with online resumes. These sites can be more accurate than even a well maintained in-house database. While these tools are only as useful as the profile provided by the LinkedIn member, Sales, Marketing, Revenue, eCommerce, and Marketing Communications professionals are probably the most adept at managing and keeping this information fresh. You may not find it as fruitful for candidates for say culinary or engineering positions, as these colleagues may not see the value of, or have the need for networking sites.

For the candidate seeker, LinkedIn has a sophisticated advanced people search engine. As an example, if used correctly you can find:

  • all sales people within your zip code who currently work for your competition

  • selling pharmaceutical groups

  • who speak French, with the East Coast territory

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Coming up in April 2018...

Guest Service: Empowering People

Excellent customer service is vitally important in all businesses but it is especially important for hotels where customer service is the lifeblood of the business. Outstanding customer service is essential in creating new customers, retaining existing customers, and cultivating referrals for future customers. Employees who meet and exceed guest expectations are critical to a hotel's success, and it begins with the hiring process. It is imperative for HR personnel to screen for and hire people who inherently possess customer-friendly traits - empathy, warmth and conscientiousness - which allow them to serve guests naturally and authentically. Trait-based hiring means considering more than just a candidate's technical skills and background; it means looking for and selecting employees who naturally desire to take care of people, who derive satisfaction and pleasure from fulfilling guests' needs, and who don't consider customer service to be a chore. Without the presence of these specific traits and attributes, it is difficult for an employee to provide genuine hospitality. Once that kind of employee has been hired, it is necessary to empower them. Some forward-thinking hotels empower their employees to proactively fix customer problems without having to wait for management approval. This employee empowerment—the permission to be creative, and even having the authority to spend money on a customer's behalf - is a resourceful way to resolve guest problems quickly and efficiently. When management places their faith in an employee's good judgment, it inspires a sense of trust and provides a sense of higher purpose beyond a simple paycheck. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.