Editorial Board   Guest Author

Ms. Rubenstein

Arielle Rubenstein

Social Media Manager, Screen Pilot

Arielle Rubenstein is a dedicated specialist in social media marketing with a focus on paid media strategy, graphic design, and content development for hospitality and travel brands. She is an award-winning social strategist, most recently bringing home several Silver HSMAI Adrian Awards for brands including JW Marriott and Graduate Hotels.

Ms. Rubenstein manages the Social Media Marketing team at Screen Pilot which includes services such as paid advertising, reputation management, and organic social media efforts for Screen Pilot's clients ranging anywhere from boutique to luxury hotel and resort brands. For both domestic and international brands, social content strategy is Ms. Rubenstein's specialty. She is an avid traveler and lover of the outdoors. Originally from Washington D.C, Ms. Rubenstein moved to Colorado to chase superior ski conditions. In the off-season she loves to hike with her dog Lhotse, seek out new experiences in Denver, and attempt to recreate recipes from Bon Appetit.

Ms. Rubenstein joined the Screen Pilot team in 2016 and is a graduate of Colorado State University with a B.A. in History. Screen Pilot is a full-service digital marketing agency in Denver, Colorado. They develop custom, creative, and measurable marketing strategies for hospitality brands of all sizes, all around the world. For more than a decade, Screen Pilot has helped hotel management teams drive direct bookings, reduce their dependence on OTAs, and exceed ownership's expectations.

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

Ms. Rubenstein can be contacted at 877-246-8747 or arubenstein@screenpilot.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.