Editorial Board   Guest Author

Mr. Holmerud

Justin Holmerud

Global Social Media Manager - Platforms & Tools, Starwood Hotels & Resorts

Justin Holmerud is Global Social Media Manager for Starwood Hotels & Resorts, responsible for driving platform and tool development to meet the needs of the company’s more than 1,110 hotels around the world. Mr. Holmerud joined Starwood in 2007, out of their regional Field Marketing office in San Diego. In his five years with Starwood, Mr. Holmerud has led regional hotel online marketing as well as search engine optimization and social media for all of the North American hotels. In April 2012, he was promoted to his current global role within Starwood’s digital team, focusing on platforms, tools and analytics. Prior to joining Starwood, Mr. Holmerud was the online marketing manager for the Dyson News Network. Working with Yahoo! Finance, Mr. Holmerud helped syndicate the Real Estate news videos that DNN produced on a daily basis. He also led the paid search and SEO efforts for the company with a focus on reporting and analytics. Mr. Holmerud is a graduate of San Jose State University, where he received a Bachelor of Science degree in Broadcast Journalism. During his time there, he interned with the marketing team for Fox Sports Bay Area.

Mr. Holmerud can be contacted at 206-494-0132 or justin.holmerud@starwoodhotels.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.