Editorial Board   Guest Author

Ms. Kay

Rana Kay

Director of Public Relations, Hard Rock Hotel San Diego

Rana Kay is the director of public relations at Hard Rock Hotel San Diego. She is responsible for managing public relations and communications strategy and execution for the 420-room hotel and its outlets including two world-class bars Float and 207, Maryjane's restaurant and Rock Spa. Under her leadership, Hard Rock Hotel San Diego has been featured in top-tier media outlets including People Magazine, CNN, MSNBC, FoxNews.com, Travel + Leisure, OK!, USA Today and the Los Angeles Times, as well as on a host of television series including CW's For Better or Worse, E!'s Keeping Up With the Kardashians and A&E's Gene Simmons' Family Jewels. Through Rana's strategic positioning and aggressive media relations tactics, the property has quickly garnered national acclaim as San Diego's hottest spot for travel and entertainment. Prior to Hard Rock Hotel San Diego, Ms. Kay spent seven years working on the agency-side of public relations, most recently serving as account supervisor at San Diego-based Chemistry. At Chemistry, she managed a diverse portfolio of local and national accounts including Garden Fresh Restaurant Corp., Ivy Hotel and Barona Valley Ranch Resort & Casino. Ms. Kay earned a Bachelor of Arts degree with a public relations emphasis from San Diego State University. She currently serves on the Board of Directors for the Public Relations Society of America's San Diego/Imperial Counties chapter, and is the recipient of numerous Edward L. Bernay's awards for her public relations campaigns.

Ms. Kay can be contacted at 619-764-6938 or ranak@hardrockhotelsd.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.