Editorial Board   Guest Author

Mr. Salvador

Paulo Salvador

Global Vice President Marketing & Sales, Worldhotels

Brazilian native Paulo Salvador is the Global Vice President Marketing and Sales for Worldhotels and has an extensive background in international Marketing and Sales.

Mr. Salvador is a former fellow at the Kellogg Management School in Chicago, USA with a Master's Degree in Corporate Sociology at Sciences Po Paris.  He Salvador spent eleven years with Accor Hotels, first as Head of Marketing and Sales for Latin America and then as Global Senior Vice President for E-commerce, Loyalty and Travel Alliances.

Among his achievements with Accor were the conception and launch of the A|Club global loyalty programme, the revamping of the company's e-commerce strategy and support for the strong portfolio growth in South America.

Mr. Salvador joined Worldhotels in January 2011 and is based at the Head Office in Frankfurt, Germany. He oversees all operations within the EMEA (Europe, Middle East & Africa) region and is responsible for the group's global marketing, sales and distribution activities.

Mr. Salvador speaks fluent Portuguese, Spanish, French and English and is currently studying the German language.

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

Mr. Salvador can be contacted at +49 696-605-6259 or psalvador@worldhotels.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.