Editorial Board   Guest Author

Mr. Owen

Conan Owen

President, Relax & Rejuvenate Hotel Spa Solutions

Conan D. Owen is President of Relax & Rejuvenate Hotel Spa Solutions. He holds and MBA from the University of Virginia and spent 7 years as a strategy management consultant with the Boston Consulting Group before joining his wife and business partner Suzanne Owen, a former Estee Lauder Executive, in the spa and hospitality industry. He has lived and worked in Mexico, Australia, Canada, the UK and France as well as the US. His years of travel addressing the strategic issues of Global 500 clients gave him insight into the relaxation demands of travelers as he achieved United 1K, AAdvantage Million Miler, Starwood Preferred Guest Platinum, Hyatt Gold Passport Diamond status. Based in Charlottesville VA, Relax & Rejuvenate brings the perspective of the client/traveler and hotel ownership and management in creating spa solutions, whether they be in-room treatment programs, staffing for spa treatment rooms Or operating full service spas. Relax & Rejuvenate provides in-room spa services for over 60 hotels nationwide and operates 4 full-service hotel spas, including the Wellness Spa at the Benjamin Hotel in NYC, and InkSpa at Ink48 Hotel also in NYC. InkSpa was featured as the cover story in the September 2010 edition of American Spa Magazine. Relax & Rejuvenate also provides spa consulting services for existing or proposed projects including feasibility and conceptualization studies, spa layout and design, operational and performance improvement. He can be reached at

Mr. Owen can be contacted at 18668673529111 or conan@relaxandrejuvenate.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.