Editorial Board   Guest Author

Ms. Hurley

Amanda Hurley

Corporate Director of Marketing, broughtonHOTELS

Before joining broughtonHOTELS in October of 2018, Amanda Hurley spent nearly a decade honing her digital marketing skills for various hospitality companies and marketing agencies. In fact, Ms. Hurley's professional career first began as a Reservationist for Ayres Hotels of Southern California, in which she quickly worked her way up to Social Media Coordinator for the Orange County branch of Ayres Hotels.

Ms. Hurley eventually served as Creative Director for a Southern California marketing agency. From there, she became Corporate Director of Marketing for hotel management company, broughtonHOTELS.

As the Corporate Director of Marketing for broughtonHOTELS Ms. Hurley oversees all digital marketing aspects for broughtonHOTELS Management and individual portfolio hotels. In this regard, she is responsible for digital advertising, website content management, social media marketing, event planning, public relations and driving direct conversions for all hotels in the portfolio.

Ms. Hurley's thorough experience and knowledge in the social media marketing space through managing multiple hotel social media channels has led her to manage, train, and mentor all social media marketing leaders at each broughtonHOTELS property.

Ms. Hurley graduated from Oregon State University in Corvallis, Oregon with a Bachelor's Degree in Sociology with an Environment and Natural Resources emphasis and minor in Political Science.

Without the mentorship Ms. Hurley received from her first connection to the hospitality world, the late Mathew Hildebrant, she would have never found her true calling into hospitality marketing.

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

Ms. Hurley can be contacted at +1 949-468-0480 or amanda@broughtonhotels.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.