Editorial Board   Guest Author

Ms. Klueppel

Lisa Klueppel

Senior Manager, Online Acquisition Marketing, VIZERGY

Lisa Klueppel joined VIZERGY in 2009, and immediately made a tremendous impact. She currently oversees our paid search, natural search and copywriting teams and drives the continued development of our social media, display advertising and email marketing initiatives. Prior to joining VIZERGY, Ms. Klueppel worked in Google's Direct Sales Organization, an elite sales team dedicated to servicing Fortune 500 companies, for over five years. She began her career with Google as an Account Strategist, working with clients in the business and industrial markets sectors to develop holistic online marketing strategies. Her client roster included companies like Chevron, FedEx, Caterpillar and 3M. In 2007, Ms. Klueppel transferred to Google's Paris office where she was promoted to Senior Account Manager for YouTube and Display advertising. In that role, her achievements included launching the monetization of YouTube France, managing multi-million dollar YouTube campaigns for clients such as Coca-Cola and Evian and overseeing $3.5 million of quarterly display revenue for the French market. Ms. Klueppel holds a Master's degree from Indiana University - Bloomington.

Ms. Klueppel can be contacted at 904-389-1130 or lisa.k@vizergy.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.