Editorial Board   Guest Author

Mr. Doane

Jeff Doane

Senior Vice President, Sales & Marketing, North & Central America, AccorHotels

Jeff Doane has dedicated his career to maximizing the performance of the luxury, midscale and economy hotels he represents through heightened sales, marketing and revenue management leadership.   

In his current role as Senior Vice President, Sales & Marketing, North & Central America, Mr. Doane oversees all aspects of marketing, sales and revenue management including strategy development and plan execution of the nearly 100 AccorHotels properties in the region. Prior to this role, Mr. Doane was the Vice President, Sales & Marketing for Fairmont Hotels & Resorts after serving as the Regional Director of Sales & Marketing for the California region.     

Mr. Doane began his longtime affiliation with Fairmont as a Sales Manager for the San Francisco property in 1994.  He then served as Director of Group Sales from 1996 to 1999.  Based on his leadership skills and outstanding sales performance, Mr. Doane was promoted to Director of Sales and Marketing for The Fairmont San Jose in 1999.

Mr. Doane discovered his affinity and aptitude for the hotel industry while studying Business Economics at the University of California at Santa Barbara. While attending UCSB, he worked at numerous hotels in a variety of roles including bellman, desk clerk, lifeguard and night audit.   

In his free time, he is a wine enthusiast, enjoys the theatre as well as spending time with his wife and three daughters. He also loves engaging in outdoor activities and sports and is a lifetime fan of the Golden State Warriors.

 

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

Mr. Doane can be contacted at 860-500-2020 or jeff.doane@accor.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.