Editorial Board   

Ms. Locke

Amy Locke

Director, Interior Design, Hatchett Hospitality

Amy Locke has specialized in interior design for the hospitality industry for almost five years. In her responsibilities as director of interior designer at Hatchett Hospitality, she works with franchisers and franchisees on a wide variety of hotel brands, styles, and themes - from economy to luxury, from resort to business conference, and from traditional to modern. Previous to joining Hatchett Hospitality, she held a position in residential interior design with Ethan Allen Interiors. A native of Atlanta, Ms. Locke earned a bachelor of fine arts degree in interior design at the Art Institute of Atlanta. She is currently completing a degree in feng shui - the ancient Chinese system of aesthetics and decorating that is based on aligning nature, harmony, and good health. She is an allied member of the American Society of Interior Designers (ASID).

Ms. Locke can be contacted at 770-227-5232 or Amy@HatchettHospitality.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.