Mr. Cobb

Adam Cobb

Regional Manager

Halogen Software

As regional manager at Halogen Software, and a certified Human Capital Strategist, Adam Cobb has worked directly with hundreds of human resources professionals to plan and implement integrated talent management systems in support of their organizationsí strategic plans. With more than a decade of software solutions experience, Mr. Cobb applies his expertise in performance management, succession planning, pay for performance and performance based learning solutions to help Halogenís clients build solid business cases for investing in automated talent management systems.

Mr. Cobb is responsible for helping Halogenís clients maximize the value of their talent through integrated talent management strategies and practices that drive business results. Across talent acquisition, engagement, development, leadership, talent retention and metrics, Mr. Cobb is focused on providing the tools and resources Halogenís clients need to execute strategic talent management initiatives.

Prior to joining Halogen, Mr. Cobb held senior channel and sales positions at Gavel & Gown Software. He holds a Bachelor of Arts in Political Science from Concordia University and a Bachelor of Laws from the University of Ottawa.

Halogen Software is recognized as a market leader by industry analysts and is strongly endorsed by the thousands of HR professionals who use their Talent Management solutions. Halogenís offering makes HR best-practices accessible to companies of all sizes and its hospitality suite meets the unique needs of this industry. For more information, visit www.halogensoftware.com

Mr. Cobb can be contacted at 613-270-1011 x 4110 or acobb@halogensoftware.com

Coming Up In The April Online Hotel Business Review




Feature Focus
Guest Service: The Personalized Experience
In the not-too-distant future, when guests arrive at a hotel, they will check themselves in using a kiosk in the lobby, by- passing a stop at the front desk. When they call room service to order food, it will be from a hotel mobile tablet, practically eliminating any contact with friendly service people. Though these inevitable developments will likely result in delivered to their door by a robot. When they visit a restaurant, their orders will be placed and the bill will be paid some staff reduction, there is a silver lining Ė all the remaining hotel staff can be laser-focused on providing guests with the best possible service available. And for most guests, that means being the beneficiary of a personalized experience from the hotel. According to a recent Yahoo survey, 78 percent of hotel guests expressed a desire for some kind of personalization. They are seeking services that not only make them feel welcomed, but valued, and cause them to feel good about themselves. Hotels must strive to establish an emotional bond with their guests, the kind of bond that creates guest loyalty and brings them back time and again. But providing personalized service is more than knowing your guests by name. Itís leaving a bottle of wine in the room of a couple celebrating their anniversary, or knowing which guest enjoys having a fresh cup of coffee brought to their room as part of a wake-up call. Itís the small, thoughtful, personal gestures that matter most and produce the greatest effect. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.