Editorial Board   Guest Author

Mr. Vance

Robert Vance

Managing Director, Well & Being Spa, Fairmont Scottsdale Princess

Robert Vance is the managing director of the Well & Being Spa at the Fairmont Scottsdale Princess (a spa concept at luxury resorts featuring immersive, fully-customized wellness experiences) where he is responsible for brand and program development and integration. Mr. Vance also has responsibility for financial management, and talent acquisition and development of the 44,000 square-foot facility which features 30 treatment rooms and a diverse menu of fitness, nutrition, wellness, spa and holistic experiences. Prior to joining the Well & Being Spa in January 2016, Mr. Vance was the spa director at Mii amo, an all-inclusive destination spa at the Enchantment Resort in Sedona, Arizona. Before Mii amo, Mr. Vance was the regional vice president of mid-Atlantic operations for Elizabeth Arden Red Door Spas, the spa and fitness Director for the Sanctuary on Camelback Mountain, opened the Golden Door Spa at the Naples Grande as the spa & fitness director, and started his resort-spa career at the Golden Door Spa at the Boulders, working his way from spa concierge to spa operations manager in three years. In addition to his career in spa leadership and operations, Mr. Vance is heavily involved in the spa industry community, serving on the board of directors for the International Spa Association and chair for multiple committees, serving as an active member of the Arizona Spa Association, the Washington Spa Alliance and the Advisory Board for Florida Gulf Coast University’s School of Resort and Hospitality Management. Mr. Vance holds a Bachelors of Arts degree from Pepperdine University. Please visit http://www.fairmont.com for more information.

Mr. Vance can be contacted at 480-585-2676 or robert.vance@fairmont.com

Coming up in April 2018...

Guest Service: Empowering People

Excellent customer service is vitally important in all businesses but it is especially important for hotels where customer service is the lifeblood of the business. Outstanding customer service is essential in creating new customers, retaining existing customers, and cultivating referrals for future customers. Employees who meet and exceed guest expectations are critical to a hotel's success, and it begins with the hiring process. It is imperative for HR personnel to screen for and hire people who inherently possess customer-friendly traits - empathy, warmth and conscientiousness - which allow them to serve guests naturally and authentically. Trait-based hiring means considering more than just a candidate's technical skills and background; it means looking for and selecting employees who naturally desire to take care of people, who derive satisfaction and pleasure from fulfilling guests' needs, and who don't consider customer service to be a chore. Without the presence of these specific traits and attributes, it is difficult for an employee to provide genuine hospitality. Once that kind of employee has been hired, it is necessary to empower them. Some forward-thinking hotels empower their employees to proactively fix customer problems without having to wait for management approval. This employee empowerment—the permission to be creative, and even having the authority to spend money on a customer's behalf - is a resourceful way to resolve guest problems quickly and efficiently. When management places their faith in an employee's good judgment, it inspires a sense of trust and provides a sense of higher purpose beyond a simple paycheck. 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.