Editorial Board   Guest Author

Mr. Schaap

Jos Schaap

Founder and CEO, StayNTouch

Jos Schaap is an innovator in aligning technology with business to create solutions and opportunities that drive change and improve service. Mr. Schaap founded StayNTouch, a leader in mobile technology and Property Management Systems (PMS) for hotels, in 2013. The company raised a Series A funding in 2016. Since its inception in 2013, StayNTouch has signed close to a hundred high profile properties and is currently deployed in select cities in the U.S and Europe. The company sees continued growth in these regions, and near-term expansion in Asia. Previous to this, Mr. Schaap had a track record of close to 20 years leading MICROS Systems, Inc. as a Senior Vice President in charge of global product development and strategy for the Lodging and eCommerce divisions. During his tenure, MICROS’ hospitality products became the global market leader growing the company’s revenues from less than $300 million to $1.1 billion. Mr. Schaap was responsible for introducing a number of new products enabling MICROS to enter all hospitality segments from limited to full service hotels. He was also a key adviser to executive staff on strategic planning and direction related to MICROS’s overall global product strategy. Mr. Schaap speaks often at hospitality industry events, is a frequent contributor to leading trade journals, and spearheads original research at StayNTouch that is reflected in the company’s blog and other public releases. Mr. Schaap has a degree from the University of Phoenix, and a degree in International Management and Business from the hotel school at the Hauge.

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

Mr. Schaap can be contacted at 301-358-1356 or jos@stayntouch.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.