Editorial Board   Guest Author

Mr. Hoffman

Matthew Hoffman

Sales Director, Kigo, RealPage, Inc.

Matthew Hoffman is the sales director for Kigo, the vacation rental management solution for RealPage. He is responsible for leading and managing the sales team and business development strategy for the vacation rental division, in addition to supporting all marketing related initiatives. An entrepreneur to the core, Mr. Hoffman co-founded vacation rental software InstaManager (now Kigo) back in 2009. His company was then acquired by Bookt, LLC, where he served as the senior vice president of sales, and in January 2014, RealPage added the vacation rental management software to its suite of services. Mr. Hoffman's depth of knowledge of the vacation rental industry led him to serve on the Board of Directors for the Florida Vacation Rental Manager Association. He also is a member of the Vacation Rental Manager Association and Short-Term Rental Advocacy Center. Mr. Hoffman received his Bachelor of Science degree in international affairs from Florida State University.

Mr. Hoffman can be contacted at 877-325-7243 or matthew.hoffman@realpage.com

Coming up in March 2019...

Human Resources: An Era of Transition

Traditionally, the human resource department administers five key areas within a hotel operation - compliance, compensation and benefits, organizational dynamics, selection and retention, and training and development. However, HR professionals are also presently involved in culture-building activities, as well as implementing new employee on-boarding practices and engagement initiatives. As a result, HR professionals have been elevated to senior leadership status, creating value and profit within their organization. Still, they continue to face some intractable issues, including a shrinking talent pool and the need to recruit top-notch employees who are empowered to provide outstanding customer service. In order to attract top-tier talent, one option is to take advantage of recruitment opportunities offered through colleges and universities, especially if they have a hospitality major. This pool of prospective employees is likely to be better educated and more enthusiastic than walk-in hires. Also, once hired, there could be additional training and development opportunities that stem from an association with a college or university. Continuing education courses, business conferences, seminars and online instruction - all can be a valuable source of employee development opportunities. In addition to meeting recruitment demands in the present, HR professionals must also be forward-thinking, anticipating the skills that will be needed in the future to meet guest expectations. One such skill that is becoming increasingly valued is “resilience”, the ability to “go with the flow” and not become overwhelmed by the disruptive influences  of change and reinvention. In an era of transition—new technologies, expanding markets, consolidation of brands and businesses, and modifications in people's values and lifestyles - the capacity to remain flexible, nimble and resilient is a valuable skill to possess. The March Hotel Business Review will examine some of the strategies that HR professionals are employing to ensure that their hotel operations continue to thrive.