Editorial Board   Guest Author

Mr. Villalon

Joel Villalon

President, Brayton Hughes

As a child, Joel Villalon discovered beauty during each of the many summer vacations he took with his parents and siblings. Whether he was hiking in the painted Grand Canyon or driving through the magnificent Centro Historico of Mexico City, his fascination with travel and the differences he noticed in space, light and architecture in different parts of the world began to take form. He still retains this sense of wonder and observation and brings that focused eye and attention to detail in each of his projects. After receiving his degree in Architecture from the University of Texas at Austin, Mr. Villalon honed his skills with Larry Speck in Austin, Rafael Vinoly Architects in New York City, and SOMA in San Francisco before he ultimately joined BraytonHughes in 1992. Since joining the firm, Mr. Villalon's hand is evident in his team's designs for the Alpine Club in Stowe, Vermont, the Fairmont in Nanjing, China, and the Overlake Golf and Country Clubhouse in Medina, Washington. He also designed several of Discovery Land's golf clubhouses: Kukio Golf Club on Hawaii's Big Island, Mirabel Golf Clubhouse in Scottsdale, Arizona, El Dorado Golf and Beach Club in Cabo San Lucas, Mexico, and the Madison Club in La Quinta, California. He is currently working on various projects for the Yellowstone Club in Big Sky, Montana, the renovation of Ventana Inn in Big Sur, California, the Grand Hyatt SFO in San Francisco, California, the Montage SilverRock in La Quinta, California, and the Montage Spanish Peaks Lodge in Big Sky, Montana. Mr. Villalon's projects have been recognized for design excellence by the AIA receiving local, regional, and national AIA Honor Awards for his work.

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

Mr. Villalon can be contacted at 415-291-8100 or jvillalon@bhdstudios.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.