Editorial Board   Guest Author

Mr. Walker

Robb Walker

Chief Operating Officer, Pacific Hospitality Group

As Chief Operating Officer at Pacific Hospitality Group (PHG), Robb Walker oversees the operational aspects of the company's 12 hospitality assets, which include the Meritage Collection, a portfolio of lifestyle and luxury properties, and branded properties under the AC Hotels by Marriott®, DoubleTree by Hilton® and Wyndham flags. With more than 30 years of hotel and resort experience leading first-class operations throughout the U.S. and Canada, Mr. Walker served as senior vice president of operations at Pacific Hospitality Group for a year, but before joining the company, he held a senior vice president of operations position at SilverBirch Hotels and Resorts where he provided strategic leadership to a portfolio of branded and independent properties while also spearheading several high-impact development and repositioning projects. His experience also includes five years with Dolce International as regional vice president overseeing the resort and hotel operations in the U.S. Southwest and five years with Benchmark Hospitality as resident and general manager in resort destinations in Oahu, Hawaii and Lake Tahoe, California. As a Canadian-born hotelier, a graduate of Western University in London, Ontario where he received a Bachelor of Arts Degree in Economics and presently holds the designation as a Certified Board Director from the Institute of Corporate Directors. Established in 1987, Pacific Hospitality Group is a growing hospitality company with 12 hotels, resorts, and club assets across the United States.

Please visit http://www.pacifichospitality.com for more information.

Mr. Walker can be contacted at 949-861-4700 or info@pacifichospitality.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.