Editorial Board   Guest Author

Mr. Kunzer

Ryan Kunzer

General Manager, The Duniway, a Hilton Hotel

Ryan Kunzer serves as the General Manager of The Duniway, a Hilton Hotel. With over six years of managing experience and a love for Portland, Oregon Mr. Kunzer brings creative thinking, an energetic spirit and a surplus of hospitality experience to the downtown property.

As General Manager, Mr. Kunzer is responsible for devising all capital expenditures including revenue management, team building and delivering a business strategy to increase quality and efficiency of overall operations.

Prior to his current role, Mr. Kunzer held the position of General Manager at Hotel Monaco Portland and the RiverPlace Hotel. He also worked as the Rooms Director at Allegro Chicago.

Mr. Kunzer is always looking to push boundaries and harness the trailblazing spirit that sets The Duniway apart. He is currently introducing a “Run with the GM” program at The Duniway, providing opportunities for team building among the hotel staff. He also plans to activate the new rooftop space, Abigail's Hideaway with local events, arts partnerships and other community driven programming to engage the local market and satisfy the quest for experiential travel while visiting the property.

Born and raised in Toledo, Ohio, Mr. Kunzer graduated from The Ohio State University with a degree in Hospitality Management. In 2002, he moved to Portland to work at the Hilton Executive Tower, which later converted to The Duniway, and triumphantly returns to bring his career full circle.

Please visit https://www.duniwayhotel.com/ for more information.

Mr. Kunzer can be contacted at 503-721-2887 or ryan.kunzer@duniwayhotel.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.