Editorial Board   Guest Author

Ms. Holloway

Tracey Holloway

Vice President of Human Resources, Stanford Hotels Corporation

Tracey Holloway is vice president of human resources for Stanford Hotels Corp., a San Francisco-based company specializing in the management, ownership and development of full-service hotels. Holloway is responsible for overseeing all human resource affairs for Stanford's 2,800 employees and Cresleigh Homes Group, an affiliate of Stanford, specializing in the development and construction of residential homes in California and Arizona. Holloway oversees all employee relations, legal issues, compliance issues, benefits and workers compensation. Holloway is a Certified Human Resources Executive with 14 years of experience. She began her career with Macy's/Federated Department Stores, and during her tenure was involved with all six acquisitions and mergers involving Bullocks, Broadway, Imagnin, Macy's West/East and Federated. In 1998 she joined Kimpton Hotels and Restaurants and was instrumental in building the company culture, including Kimpton University Training Program, College Recruiting Program, Housekeeping Olympics and Sabbatical Program. The company grew from 20 hotels to 40 over the course of her employment. She has been a member of the Chamber of Commerce, Northern California Human Resources Association, Society of Human Resources Managers and has served on the Hospitality Advisory Board and San Francisco State University for five years.

Ms. Holloway can be contacted at 415-398-3333 or tholloway@stanfordhotels.com

Coming up in March 2020...

Human Resources: Confronting a Labor Shortage

With the unemployment rate at its lowest level in decades (3.7%), what has always been a perennial problem for human resource professionals - labor shortage - is now reaching acute levels of concern. It is getting harder to find and recruit qualified applicants. Even finding candidates with the skills to succeed in entry-level positions has become an issue. In addition, employee turnover rates remain extremely high in the hotel industry. As a result of these problems, hotel HR managers are having to rethink their recruitment strategies in order to hire the right talent for the right job. First, hotels have been forced to raise their wages and offer other appealing perks, as a way to attract qualified candidates. Secondly, HR managers are reassessing their interviewing techniques, focusing less on the answers they receive to questions and more on observable behavior. Part of this process includes role-playing during the interview, so that the recruiter can gauge how a candidate works through specific problems and interacts with other team members. Additionally, some HR managers are also creating internal talent pools as a way to address labor shortages. Instead of utilizing department resources to find new hires with specific skills for needed positions, hotels are cultivating talent pools internally and preparing their employees to assume leadership roles whenever the time comes. They are also placing greater emphasis on a company culture that is more performance-based, as a way to curb employee turnover, increase employee satisfaction, and assure higher levels of customer service. Finally, recognizing the importance of employee retention as a way to lessen the impact of a tight labor market, some HR managers are instituting generous reward programs in order to retain their top performers. The March Hotel Business Review will explore what some HR professionals are doing to address these and other issues in their departments.