Editorial Board   Guest Author

Ms. Natale

Amber Natale

President, Smarthinking Inc.

Amber Natale is the president of Smarthinking Inc. A creative in her own right and also an expert in logistics and operations, Ms. Natale leads the operational side of the business by brainstorming strategies, formulating how they will successfully work, and how to best execute them.

Ms. Natale brings a wealth of knowledge working in notable agencies across the globe such as Roberts Communications in Rochester, New York; Research International in London, England and CMP Media in New York City.

Later in her career, she transitioned from the agency side to the client side of business in executive management roles with the Benjamin Hotel and Chelsea Piers in New York City, as well as Doylestown Hospital outside Philadelphia.  Ms. Natale holds a Bachelor of Science in Marketing from State University of New York College at Oswego.

Smarthinking Inc. is an integrated brand development agency with a distinct focus on real estate and hospitality. Founded in 2006, the agency was created to solve business challenges through the creation of compelling stories that businesses tell every day in a variety of mediums. For a brand to be a viable success, the agency believes the brand message has to be strategically incorporated into every aspect of the operation. In order to truly differentiate each client's product, Smarthinking follows the guiding principle of, THINK CRITICALLY, ACT CREATIVELY. This has molded the agency's reputation for delivering inventive and imaginative concepts.

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

Ms. Natale can be contacted at +1 786-373-6077 or amber@smarthinking.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.