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Mark Heymann

The hospitality industry is grappling with challenges that shouldn't come as a surprise to anyone: A labor shortage, demanding customers and profit pressure. At the center of these issues, managers who oversee the complexities of hotel staffing must decide how to schedule employees based on the daily needs of the business and complying with rules and regulations that impact their decisions on a daily basis. For this reason, managers need a support system designed to ensure compliance and full utilization of their labor resource. This byline will examine how technology is the solution for an optimized workforce. Read on...

Karine Gill

Having been a hospitality recruiter for most of my career, I am often asked about the difference between Retained and Contingency executive search. On several occasions, it has come to my attention that the hiring manager at the hotel or at corporate level understands intuitively what the differences are but are often not aware of the implications and/ or are too narrowly focused on the cost aspect. Although there are hybrid formulas combining Retained and Contingency search, the goal of this particular article is to provide an overview of both types of search and explain the respective pros and cons of each. Read on...

Mark Ricketts

Identifying, recruiting, hiring and training new workers are expensive, time-consuming propositions for hospitality groups these days. As hoteliers work to find enough qualified workers, there is no one answer in understanding and appealing to the moving target of what motivates an ever-changing employment pool, including those who already work with an organization. What are we to do? This article considers some approaches to finding those workers we need to operate quality properties, care well for guests and develop meaningful, profitable organizations that are poised for growth in a highly competitive economy and industry. Read on...

Mark Heymann

It's no secret that engaged employees work more efficiently, improving a hotel's bottom-line results. But they also bring a level of commitment and passion to their work that enhances the level of service, increasing guests' satisfaction and, in turn, their intent to return and recommend. This article explores the factors that impact employee engagement and the role that engagement plays in optimizing a hotel's workforce, ultimately driving top-line revenue. Read on...

James Houran

Human Resource Executives in the Lodging and Restaurant Sectors utilize systematic tracking mechanisms in order to "categorize" and monitor associates and key talent. Some tools work readily smoothly but depending upon the size and scale of the organization, these KPI tools may need modifications in order to result in the better information, useful for the continued training and success of employees. The "Four-Box Grid" offers the advantage of easy tailoring to the success metrics of a specific team, department, market, or organization. And, if anchored to specific metrics, it can facilitate discussions and decisions related to development and succession planning. Read on...

Zoe Connolly

Hiring isn't easy, but there are many ways in which hotel leaders and hiring managers exacerbate the issue. These can include asking the wrong people to be part of the interview process, or worse, asking a committee that's too large to come to a consensus. They can also be basic, like failing to elect the right point person for every candidate. Finding candidates is hard, and when a role has been open for too long, it's possible to let urgency become the chief decision maker. This article provides a balanced breakdown on who should be included in the interview process, and also looks at how to build an effective hiring committee. Read on...

Priyanko Guchait, PhD

An organization's forgiveness climate is pivotal in reducing negative and promoting positive consequences of errors, mistakes, or offenses in the workplace. Organizational forgiveness refers to the abandonment of resentment and blame as well as the adoption of a positive, forward-thinking approach to errors, mistakes, and offenses. A forgiving climate in hospitality organizations can increase hospitality employees' job satisfaction, organizational commitment, performance, fairness perceptions, and learning, and decrease turnover intentions. Therefore, hospitality organizations and leaders should consider promoting a climate of forgiveness. Recommendations are provided to managers to create a forgiving work environment in hospitality organizations. Read on...

Mostafa Sayyadi

This article points out the vital importance of hotel leadership in effectively aggregating human capital into social capital to achieve higher degrees of competitiveness. This article draws upon the role of hotel executives as social architects that provide elaborative insight for followers by illuminating how hotel executives can effectively build and spend social capital within hotels. This article suggests that it is critical that hotel executives understand that hotel leadership supports social capital to effectively implement knowledge management projects and therefore, remain competitive. Read on...

Mostafa Sayyadi

Hotel executives need to at least take a look at models associated with knowledge management, which is directed at developing a better understanding of the concept of knowledge management within hotels. Knowledge management has to be measured in some way. Once knowledge is accumulated, the current processes may be supplemented or even substituted. The key point in the process perspective is the knowledge accumulation section coupled with knowledge integration and reconfiguration to ensure that the knowledge is actually helping the hotel grow both professionally for individuals and profitably for all stakeholders. This article raises a vital question as to how hotel executives can successfully evaluate the success of knowledge management in hotels. Read on...

Bill Caswell

A recent Econsultancy survey querying companies on the most exciting opportunity for 2019 found that customer experience (CX) topped the list, edging out content marketing and mobile marketing. This CX trend has been accelerating over the last several years – especially in the hotel industry. As hotels pursued customer experience strategies, however, they often neglected to invest in their most important competitive advantage: the employees tasked with delivering the customer experience. In the hotel industry, you can't outcompete rivals on CX without an employee experience program that produces satisfied, well-trained employees. Read on...

Court Williams

The hospitality industry is enjoying a healthy period of innovation and growth, with many opportunities for differentiation among the various brands. Successfully "doing business differently" requires pioneering leadership, however, and it's not always easy to find CEOs with the right skills and attributes. With the changes brought about by technology, finding suitable business leaders for the future is paradoxically both easier and more challenging. Hotel company CEOs now need to have a completely different skill set than they did before. This article looks at six of the trends we're currently seeing in hospitality leadership and where hotel companies can source people with the leadership skills they need. Read on...

Mostafa Sayyadi

Hotel executives began to deal directly with the things that they can control while managing to lessen the burden of threats for things that they could not control. With distinctive competitive advantage or even core competitive advantage, a hotel's internal resources should be managed in order to enhance competitiveness. Therefore, this core-competitive advantage relies within and among people. Hotel executives embrace various internal resources affecting competitive advantage through adding more manageable control and reducing operational risk. Some of these internal resources can be controlled by hotel executives and others are risks that have to be factored into strategic decision-making. Read on...

Mostafa Sayyadi

Hotel executives realize that knowledge is the most strategic factor for empowering the capabilities of a hotel and improving its competitive advantage in the marketplace. Knowledge is shared and synthesized with an aim to providing higher quality services. However, this is still not enough for hotel executives because knowledge is quite elusive and is changing on a day-to-day basis with discontinued services and the ever changing vast array of environmental issues. The key is for hotel executives to integrate risk management, knowledge management and talent management within hotels so that information can be found and used instantaneously. Read on...

Mostafa Sayyadi

Hotel executives find that knowledge management is the in the forefront of success. And knowledge management could be the most important component of success in this ever-changing business environment of today. This, by far, is why some hotels are successful and some are not. The key take-away for hotel executives is that knowledge management is a resource that enables hotels to solve problems and create value through improved performance and it is this point that will narrow the gaps of success and failure leading to more successful decision-making. Read on...

Mark Heymann

Time was that knowing one's customer was as easy as standing in the lobby and interacting with guests as they came and went. "Welcome to the hotel." "Is there anything we can do to make your visit more enjoyable?" "How was your stay?" No more. In today's world, travelers are increasingly self-directing their contact with hotels, before, during and after their stay. So much of the traveler's journey is accomplished without any human interaction. So, how does one optimize the hotel operation from a guest services standpoint? By using the same thing that has created the distance – technology. Read on. Read on...

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Coming up in February 2020...

Social Media: Social Listening Tools

The reach and influence of social media is staggering. Nearly 3 billion people use social media daily, posting a range of messages, selfies, images, and everything in-between. According to HubSpot, almost 4 million posts are uploaded to the major social networks every single minute! That's an astounding amount of content and it is crucial for hotels to skillfully use social media in order to effectively compete. From establishing a suitable brand identity and voice to creating content across all the major networks (Facebook, Twitter, Instagram, Pinterest, etc.), the goal is to actively engage consumers and to eventually convert them to customers. Some hotels are initiating online contests as a way to attract new customers, while others are rewarding customers with discounts who subscribe to the their email lists or follow their social media pages. Another recent strategy is to employ social media listening tools that track what people are posting online about their businesses. These tools allow hotels to monitor - or listen to - what's being said about a brand across the entire social web, and this can prove to be very valuable, unfiltered information. Social listening permits hotels to be aware of people's opinions about their business, industry or competitors, and some of these tools even listen beyond social media platforms. They also monitor publicly available information on blogs, forums, news outlets and websites. Some listening tools are more focused on gathering and analyzing data, while others offer more engagement-oriented features, which allow hotels to interact with people right from the platform. Often the information that is gleaned from these listening tools ends up being the most authentic, unbiased insights a business can get. The February Hotel Business Review will document what some hotels are doing to successfully integrate social media strategies into their operations.