Editorial Board   Guest Author

Mr. Quinones

Eliezer Quinones

General Manager, Chileno Bay Resort & Residences

Eliezer Quiñones is the general manager of Chileno Bay Resort & Residences, part of Auberge Resorts collection of award-winning luxury hotels and world class spas.

Mr. Quiñones has already built an impressive reputation throughout his career as an elite hotelier and has been an integral part of the leadership teams of various globally recognized hotel groups and resorts. Adding to his talents, Eliezer Quiñones was once a professional baseball player! Alongside a healthy serving of charisma, as General Manager he brings over 20 years of hotel management experience to this leadership role and 18 years of experience of opening luxury properties in both North and South America.

Mr. Quiñones passion for hospitality began right after his professional baseball career in the minor's league where he had the opportunity to play baseball for four years with the Cincinnati Reds organization. He describes his transition from baseball to the Hotel Business: “I used to work out along the beach in Isla Verde Puerto Rico during the off season. I was always fascinated with the beauty of the hotel along the coast as I was able to admire while I was running on the beach. I always used to say to myself, if I ever stop playing baseball, maybe I would enjoy working at a hotel as much as I love playing baseball”. Immediately after his baseball career, he pursued opportunities in the hotel business and, as his successful career indicates, he has never looked back.

Most recently, Mr. Quiñones was working for Tafer Resorts, where he managed two spectacular luxury hotels as the General Manager: Garza Blanca Preserve Resort and Spa and Hotel Mousai.

Prior to this experience, Mr. Quiñones worked for Capella Hotels and Resort where he managed luxury hotels in Zihuatanejo and Los Cabos, Mexico, playing a significant role in the pre-opening and launch of the chain's first residential hotel project in Mexico. Before working in Mexico he was Rooms Executive at Carefree Resorts and Villas in Arizona, and Director of Operations in Arkansas Peabody Little Rock. He also spent six years with the Ritz-Carlton Company where he rose through the ranks very quickly taking positions in Las Vegas, St Thomas, Jamaica, Puerto Rico, and Cancun.

Mr. Quiñones graduated from Tulane University (New Orleans, Louisiana) in 1989 with a Bachelor degree of Arts, Communications.

Mr. Quinones can be contacted at 844-207-9354 or eliezer.quinones@aubergeresorts.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.