Editorial Board   Guest Author

Mr. Salvador

Paulo Salvador

Global Vice President Marketing & Sales, Worldhotels

Brazilian native Paulo Salvador is the Global Vice President Marketing and Sales for Worldhotels and has an extensive background in international Marketing and Sales. He is a former fellow at the Kellogg Management School in Chicago, USA with a Master’s Degree in Corporate Sociology at Sciences Po Paris. Mr. Salvador spent eleven years with Accor Hotels, first as Head of Marketing and Sales for Latin America and then as Global Senior Vice President for E-commerce, Loyalty and Travel Alliances. Among his achievements with Accor were the conception and launch of the A|Club global loyalty programme, the revamping of the company’s e-commerce strategy and support for the strong portfolio growth in South America. Mr. Salvador joined Worldhotels in January 2011 and is based at the Head Office in Frankfurt, Germany. He oversees all operations within the EMEA (Europe, Middle East & Africa) region and is responsible for the group’s global marketing, sales and distribution activities. Mr. Salvador speaks fluent Portuguese, Spanish, French and English and is currently studying the German language. He lives in Frankfurt with his wife and two children.

Mr. Salvador can be contacted at 49-69-66056-259 or psalvador@worldhotels.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.