Editorial Board   Guest Author

Mr. Berger

Dan Berger

Founder and CEO, Social Tables

Dan Berger is the Founder and CEO of Washington, D.C.-based Social Tables — an award-winning software platform that has been used to source, plan, and execute over three million events since 2011. The Inc. 5000 company is recognized as one of the best places to work in the D.C. area by the Washington Post and SmartCEO, and has won numerous recognitions. These include "Best Industry Innovation" from the International Live Events Association and "One of the Most Innovative Companies in Live Events" by Fast Company.

Mr. Berger has been recognized as an industry and tech leader by publications such as BizBash, Catersource, Washingtonian, MeetingsNet, and Successful Meetings. He has also been named one of the most influential leaders in the meetings industry. Most recently, he received the honorable Pacesetter Award from the Events Industry Council (EIC). Mr. Berger is a passionate educator and spends his time sharing his experience and knowledge with others. He has spoken at over 150 events and is continually looking for new opportunities to give back to the community.

Prior to Social Tables, Mr. Berger worked in management consulting, ran a large association, worked for a Member of Congress, and built websites for several startups. He has a BA from Hunter College and an MBA from Georgetown. Born in Israel, he grew up in New York City and now lives in D.C. with his dog, Leroy.


Please visit http://www.socialtables.com for more information.

Mr. Berger can be contacted at 877-973-2863 or dan@socialtables.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.