Editorial Board   Guest Author

Ms. Romero

Rosa Romero

Director of Sales & Marketing, The Ritz-Carlton, Washington, D.C.

Rosa Romero has been the Director of Sales and Marketing at The Ritz-Carlton, Washington, D.C. since December 2019. She joined The Ritz-Carlton, Washington, D.C. after working The St. Regis Atlanta as Director of Sales and Marketing since 2016.

Prior to joining The St. Regis, Ms. Romero worked in her native Spain with Starwood Hotels for more than 15 years. Born and raised in Spain, she has worked in Dublin, London, Madrid, Basque Country, Atlanta and now, Washington D.C.

Ms. Romero began her career in operations at the five-star Westin Palace Madrid for five years. In 2005, she became the global account manager in the Starwood Sales office for the Iberia Region (Spain and Portugal). In 2011, she was promoted to Director of Sales and Marketing at the Hotel Marques de Riscal, a Luxury Collection Hotel.

Ms. Romero was recently awarded the 2015 President's Award EAME by Starwood in recognition of her leadership and integrity and for closing a record-breaking year in occupancy and revenue per available room at the Hotel Marques de Riscal.

Ms. Romero holds a master's degree in English Philology from the University of Alicante and a diploma in Marketing and Strategic Planning for Hotels from the University Francisco de Vitoria and is fluent in both English and Spanish.

At The Ritz-Carlton, Washington, D.C., Ms. Romero is passionate about working with an iconic brand that resonates across so many generations. Celebrating her 19th year of being in the hospitality industry, she is proud to join The Ritz-Carlton brand in such an exciting era for the luxury hotel.

Please visit http://www.ritzcarlton.com/en/hotels/washington-dc/dc for more information.

Ms. Romero can be contacted at +1 202-835-0500 or Rosa.Romero@ritzcarlton.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.