Editorial Board   Guest Author

Ms. Staab

Talene Staab

Vice President & Global Head, Tru By Hilton, Hilton

As Vice President & Global Head, Tru by Hilton, Talene Lanuza Staab serves as the chief strategist and champion for Tru by Hilton - the fastest hotel brand to launch in industry history. In her role, she is responsible for driving Tru by Hilton's product and service positioning, distribution strategies, and owner relations.

Across her more than 25 years of experience with Hilton, Ms. Staab has worked across various teams and brands, creating a unique blend of hospitality experience spanning owner relations, sales, brand performance support and brand development. Through those roles, she has developed a robust and powerful understanding of the industry and an excellent reputation within the owner community.

Prior to her role with Tru by Hilton, Ms. Staab served as Vice President, Owner Experience & Engagement, overseeing the team responsible for advancing overall owner value and satisfaction, building a best-in-class experience for Hilton's owner community.

Ms. Staab also served as Senior Director, Brand Performance & Support, Canopy by Hilton, where she focused on the brand's development and was instrumental in advancing its service and hospitality culture. She started her career at Hilton as the group sales manager for Embassy Suites San Diego - La Jolla before becoming the director of sales for the hotel. She credits her passion for hospitality to her parents' restaurant in Boston, where everyone became a "regular" and home cooking was the specialty.

Ms. Staab holds a bachelor's degree in Hotel & Business Administration from the University of New Hampshire.

Please visit http://www.hilton.com/en/tru/ for more information.

Linkedin Profile: https://www.linkedin.com/in/talene-staab-1929407/

Ms. Staab can be contacted at +1 703-883-1000 or talene.staab@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.