Editorial Board   Guest Author

Ms. Korczynski

Adrianne Korczynski

Vice President & Creative Director, FRCH Hospitality Studio

As Vice President, and Creative Director of FRCH's Hospitality Studio, Adrianne. Korczynski organizes project teams and leads from a creative standpoint, blending right- and left-brain thinking to create innovative solutions. In addition, Ms. Korczynski focuses on brand development & communication across all disciplines of the firm. Her passion for making sure the brand expression, personality, tone of voice and graphic standards are elevated, consistent and appropriately represented, is evident in the brands she works with.

With over 17 years of industry experience, Ms. Korczynski has worked with leading hospitality brands including Hilton, Marriott, Starwood and Yum! Brands. Having been with FRCH since 2002- her ability to develop long-term relationships with clients and deliver beyond their expectations is a huge part of FRCH's very successful 15+ year history with Hilton. She has worked on a number of design initiatives within the Hilton Portfolio of Brands including the Make It Hampton Brand Program, Perfect Mix Lobby, and HGI's Project Grow refresh. Most recently she led the design team for the Tru by Hilton brand prototype - from conceptual design through documentation. A disruptor in the Midscale category, Tru continues to outpace competitors and Development projections, as well as win Design Awards including BDNY's Gold Key Award in the “Judge's So Cool” category.

Ms. Korczynski has been published in leading hospitality publications including Boutique Design and Hotel Business. She received her degrees in Architecture (BArch), and Graphic Communications (Masters of Design) from the University of Cincinnati.


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

Ms. Korczynski can be contacted at 513-241-3000 or akorczynski@frch.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.