Editorial Board   Guest Author

Mr. Dutton

Geoff Dutton

Co-CEO, Kipsu

Geoff Dutton is a serial entrepreneur and Co-CEO of Kipsu, a company devoted to enhancing customer experience through new communication channels. Kipsu, a company he co-founded in 2010, has developed into the market leader in text based engagement solutions for the hospitality market and is today working with many of the hospitality industry leaders to make dramatic improvements in guest satisfaction scores, improve standing amongst social media sites, reduce franchise penalties, drive repeat business and improve market position. Mr. Dutton and his team at Kipsu have developed a proprietary system for anticipating customer engagement opportunities, crafting messaging to engage guests at the “point of pain,” and maintaining guest engagement pre and post the service experience. Mr. Dutton previously co-founded MXAPP, a company focused on mobile marketing in the restaurant industry. Kipsu is based in Minneapolis, Minnesota and is serving hospitality leaders throughout the United States. Mr. Dutton can be contacted at (507) 254-6428 or Geoff@kipsu.com. Mr. Dutton holds a bachelor's degree in Entrepreneurship from the Carlson School of Management at the University of Minnesota.

Mr. Dutton can be contacted at 507-254-6428 or geoff@kipsu.com

Coming up in March 2019...

Human Resources: An Era of Transition

Traditionally, the human resource department administers five key areas within a hotel operation - compliance, compensation and benefits, organizational dynamics, selection and retention, and training and development. However, HR professionals are also presently involved in culture-building activities, as well as implementing new employee on-boarding practices and engagement initiatives. As a result, HR professionals have been elevated to senior leadership status, creating value and profit within their organization. Still, they continue to face some intractable issues, including a shrinking talent pool and the need to recruit top-notch employees who are empowered to provide outstanding customer service. In order to attract top-tier talent, one option is to take advantage of recruitment opportunities offered through colleges and universities, especially if they have a hospitality major. This pool of prospective employees is likely to be better educated and more enthusiastic than walk-in hires. Also, once hired, there could be additional training and development opportunities that stem from an association with a college or university. Continuing education courses, business conferences, seminars and online instruction - all can be a valuable source of employee development opportunities. In addition to meeting recruitment demands in the present, HR professionals must also be forward-thinking, anticipating the skills that will be needed in the future to meet guest expectations. One such skill that is becoming increasingly valued is “resilience”, the ability to “go with the flow” and not become overwhelmed by the disruptive influences  of change and reinvention. In an era of transition—new technologies, expanding markets, consolidation of brands and businesses, and modifications in people's values and lifestyles - the capacity to remain flexible, nimble and resilient is a valuable skill to possess. The March Hotel Business Review will examine some of the strategies that HR professionals are employing to ensure that their hotel operations continue to thrive.