Editorial Board   Guest Author

Mr. Butler

Stuart Butler

Chief Operating Officer, Fuel Travel

Stuart Butler is the Chief Operating Officer at Fuel Travel, a full-service agency and software provider for the hospitality industry.

A native of Horsmonden, England, Mr. Butler moved to the United States in 2001 and has spent the past 18 years implementing technology and overseeing marketing strategies for hundreds of hotels worldwide.

With a degree in Physics with Space Science and Systems from the University of Kent at Canterbury and a background as a Coldfusion programmer and project manager, Mr. Butler leverages cutting-edge technology and takes a solutions-minded and innovative approach to everyday marketing challenges.

He is also a keynote speaker, a co-host on HSMAI's This Week in Hospitality Digital Marketing show, and has published more than 100 episodes of the industry's #1 weekly marketing podcast - The Fuel Hotel Marketing Podcast. On the podcast, Mr. Butler and his team of Fueligans discuss industry trends and provide tangible marketing advice.

Fuel helps maximize market share and profitability for independent hotels, resorts, condotels, and management groups by providing a comprehensive suite of marketing services, these include website development, SEO, SEM, Email marketing, Social Media, and Analytics.

In addition, the Fuel Booking Engine, Fuel AI-Powered CRM & Marketing Automation, Fuel Mobile App & Digital Key, and Fuel Gauge Analytics Dashboard software products help properties drive more direct bookings and reduce reliance on third-party channels.

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

Mr. Butler can be contacted at +1 843-848-2164 or stuart@fueltravel.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.