Editorial Board   

Mr. Kall

Rob Kall

President, Bookt LLC

Rob Kall, President of Bookt LLC, is a 'technopreneur' at heart. He founded Bookt (www.bookt.com ) in 2007 to fill a large void in the global vacation rental industry, drawing upon his 12+ years of experience in developing and implementing some of the most sophisticated (and visited) real estate and property websites in the world. Mr. Kall is a master of emerging web technologies, especially as they are applied to the travel industry, as well as behavioral targeting and engagement, deciphering marketing trends into widgets and applications, and online distribution hubs beyond the GDS. Mr. Kall has designed and led the implementation of Remax.com - # 2 Real Estate Site in US (was #10 at project start), designed and led the implementation of LeadStreet, a CRM and Lead management system used by over 70,000 RE/MAX agents - Has delivered over 5M leads to RE agents in less than 2.5 years, and designed the architecture for the First National MLS Search Enabled Brokerage web portal for Help-U-Sell. Mr. Kall also has a successful track record as an entrepreneur. In 2001 he co-founded RECHANNEL, a real estate technology company, where he laid the groundwork for the REMS platform used by 5 of the largest real estate companies in the world (RE/MAX, Century 21, Coldwell Banker, ERA & Sotheby's International Real Estate). In 2004 RECHANNEL was sold to eNeighborhoods where Mr. K"all was VP of Web Development until 2007. Mr. Kall has Bachelors degree in Computer Science from University of Boras, Sweden.

Mr. Kall can be contacted at 800-941-0868 or rob@bookt.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.