Editorial Board   

Mr. Gambhir

Ashish Gambhir

Co-founder , newBrandAnalytics

Ashish Gambhir is Co-founder of newBrandAnalytics, the industry's only social business intelligence platform proven to help operating and marketing executives turn real-time social customer insights into actionable information. Harvesting a depth and breadth of customer feedback unmatched by other platforms, newBrandAnalytics solutions deliver the tools, research and analysis required to distill a real-time, 360 degree view of social guest satisfaction data. His company is helping leading hotel executives generate the social business intelligence to improve guest satisfaction, increase guest count and drive revenues. Prior to co-founding newBrandAnalytics, Mr. Gambhir was a leader and top performer at Deloitte Consulting in the Strategy & Operations practice where he focused on new media projects. Post Deloitte, he incubated the social business intelligence idea with his hospitality and business intelligence co-founders while earning his Master of Business Administration at the Johnson School at Cornell University, where he also collaborated with several leaders from the School of Hospitality. newBrandAnalytics is the leading provider of social business intelligence solutions. It's flagship offering, Social Guest Satisfaction, is the first solution that mines credible guest feedback from social media and synthesizes it into the richest customer insight to equip brands, regions, and units with the actionable insight needed to improve guest satisfaction and loyalty, increase revenue, and drive sustainable bottom-line results. Social Guest Satisfaction was built directly with leading hospitality companies. Hundreds of customer satisfaction-focused hotels, restaurants, and other hospitality organizations rely on newBrandAnalytics for the comprehensive intelligence needed to drive guest count, improve customer experience, and increase revenue.

Mr. Gambhir can be contacted at ashish@newbrandanalytics.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.