Owned and Managed by DKN Hotels, Residence Inn by Marriott Opens in Rancho Cucamonga, California

USA, Rancho Cucamonga, California. January 10, 2019

The 126-suite Residence Inn by Marriott opens in Rancho Cucamonga, California. Located at 9299 Haven Avenue, the all-suite Residence Inn Ontario Rancho Cucamonga will operate as a Marriott franchise, owned and managed by DKN Hotels of Irvine, California.

Located in the foothills of the San Gabriel Mountains in San Bernardino County and three miles from the Ontario International Airport, the hotel offers its guests convenient access to Victoria Gardens, The Claremont Colleges, the California Speedway and Ontario Convention Center. Rates vary depending on length of stay.

“We are pleased with the continued growth of Residence Inn hotels in the Rancho Cucamonga area,” said Diane Mayer, vice president and global brand manager, Residence Inn. “When on the road for an extended period, our guests need space to spread out, maintain their life's pace and restore their energy to help them maintain a healthy balance and routine while traveling. This new hotel offers them a seamless blend of modern style and functionality that allows them to settle in and thrive.”

Residence Inn properties are designed as all-suite hotels that offer studio, one-bedroom and two-bedroom suites.

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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.