Editorial Board   Guest Author

Mr. Passanante

Frank Passanante

Senior VP, Hilton Worldwide Sales, Americas, Hilton

Frank Passanante is a senior hospitality leader who is passionate about building winning sales teams through intentional development of a coaching culture that places the highest premium on strong customer partnerships that drive mutual success. Purpose-led and committed to sales excellence, Hilton sales professionals thrive on expertly guiding business-to-business customers towards making important purchasing decisions that best meet their meeting, travel, or corporate objectives.

In his current role as Senior Vice President, Hilton Worldwide Sales Americas, Mr. Passanante leads a team of over 275 sales professionals who are based in the Americas and represent Hilton's global portfolio of 17 brands and almost 6,000 hotels. He promotes collaboration across disciplines and world regions, working closely with diverse commercial leaders in Europe, the Middle East, Africa, and Asia Pacific on global strategies.

Mr. Passanante built and refined his hospitality sales and marketing expertise over three decades, with the vast majority of those years devoted to Hilton in various roles of progressive responsibility. His on-property experience spans multiple property types and geographies, but most memorable was his sales and marketing leadership at the iconic Washington Hilton, known for notable events such as annual dinners of the White House Correspondents Association, the National Prayer Breakfast, and inauguration balls. His regional roles included oversight of the company's largest owned assets, from Honolulu to New York.

Mr. Passanante's greatest professional pride is the people with whom he works, whom he describes as caring, committed to their clients, and always striving to be the very best in the business.

Actively engaged in industry organizations across all segments of travel, Mr. Passanante is currently serving a three-year term on the Professional Convention Management Association Board of Directors and is an active voice on the U.S. Travel Association Meetings Mean Business Coalition.

Please visit http://newsroom.hilton.com/ for more information.

Mr. Passanante can be contacted at +1 703-883-1000 or frank.passanante@hilton.com

Coming up in March 2020...

Human Resources: Confronting a Labor Shortage

With the unemployment rate at its lowest level in decades (3.7%), what has always been a perennial problem for human resource professionals - labor shortage - is now reaching acute levels of concern. It is getting harder to find and recruit qualified applicants. Even finding candidates with the skills to succeed in entry-level positions has become an issue. In addition, employee turnover rates remain extremely high in the hotel industry. As a result of these problems, hotel HR managers are having to rethink their recruitment strategies in order to hire the right talent for the right job. First, hotels have been forced to raise their wages and offer other appealing perks, as a way to attract qualified candidates. Secondly, HR managers are reassessing their interviewing techniques, focusing less on the answers they receive to questions and more on observable behavior. Part of this process includes role-playing during the interview, so that the recruiter can gauge how a candidate works through specific problems and interacts with other team members. Additionally, some HR managers are also creating internal talent pools as a way to address labor shortages. Instead of utilizing department resources to find new hires with specific skills for needed positions, hotels are cultivating talent pools internally and preparing their employees to assume leadership roles whenever the time comes. They are also placing greater emphasis on a company culture that is more performance-based, as a way to curb employee turnover, increase employee satisfaction, and assure higher levels of customer service. Finally, recognizing the importance of employee retention as a way to lessen the impact of a tight labor market, some HR managers are instituting generous reward programs in order to retain their top performers. The March Hotel Business Review will explore what some HR professionals are doing to address these and other issues in their departments.