Editorial Board   Guest Author

Ms. Takeuchi

Yunna Takeuchi

Managing Director, evolution Distribution

Yunna Takeuchi is Managing Director at evolution Distribution, a pioneering hotel distribution and reservation technology company that innovates solutions for high quality independent hotels and small to medium hotel chains that want to stand out from the competition and level up to the bigger chains with massive budgets. With over 15 years of hotel sales & marketing, distribution and technology under her belt, Ms. Takeuchi is responsible for evolution's product innovation; in an industry where most technology products become commoditised very quickly, Ms. Takeuchi never conforms and is always searching for an angle that can lead evolution Distribution to invent the systems of the future. Her current goal is to create the best hotel website-booking engine hybrids in the world. evolution Distribution was born in November 2010 as the technology arm of Great Hotels of the World, where Ms. Takeuchi worked as Director of e-Commerce & Distribution for 6 years. evolution has now flourished into one of the world's leading hotel distribution & reservation technology innovators.

Please visit www.evolutiondistribution.com for more information.

Ms. Takeuchi can be contacted at 4402073808555 or more@evodist.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.