Editorial Board   Guest Author

Mr. Lynn

Trevor Lynn

Chief Marketing Officer, Social Tables

Trevor Lynn is the Chief Marketing Officer for Social Tables. As a hospitality technology and marketing expert, he helps guide professionals on their journey to embrace new tools and strategies. Mr. Lynn’s job primarily revolves around being as involved as possible in the events in the hospitality industry, and developing relationships to understand how Social Tables can continue to enable hotels to achieve more. Armed with the mantra of “creating marketing that people love”, Mr. Lynn is focused on finding the intersection between telling Social Tables’ story and creating valuable content for the industry. At 23, Mr. Lynn joined Social tables as the 3rd employee in 2012 and today he manages a full-fledged marketing team of thirty. His expertise in technology comes from a background working with various early stage technology companies. As the CMO for Social Tables, he focuses on growing the hospitality community via original content, free technology consultations, and education at industry events. Mr. Lynn contributes articles that offer the cutting edge Sales and Marketing tactics, strategies and technology that can help make hospitality teams become Marketing centric organizations. Social Tables is a meetings and events company that just happens to do software. The #1 software for planners and properties to work together online, we are the industry leading provider of cloud-based hospitality software that positions venues to work more collaboratively and efficiently with their event and meeting customers. Over 100,000 unique users rely on the desktop and mobile product line, planning over 800,000 events within the company’s 1 billion+ square foot Venue Library.

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

Mr. Lynn can be contacted at 877-973-2863 or trevor@socialtables.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.