Editorial Board   Guest Author

Ms. Paston

Melissa Paston

Catering Sales Manager, The Kitano New York

Melissa Paston is catering sales manager for The Kitano New York Hotel's food and beverage operations and the hotel's new full-service restaurant and performance venue, JAZZ at KITANO. Paston brings 15 years of hotel catering sales experience to New York's only Japanese-owned, boutique property with an array of event and meetings capabilities that effortlessly blend gracious Japanese hospitality with one of New York City's most vibrant locations. MS. Paston, who began her career at The Kitano, returned to oversee the selling and planning of corporate meetings, social events, weddings and celebrations in the property's diverse function spaces. A graduate of the University of Pennsylvania, Paston took on her first role as catering sales manager at The Kitano in 1997 as a fitting combination for her interests in marketing, sales, culinary operations and customer service. She has also held positions at the W New York, W New York - The Court and Hilton Times Square.

Ms. Paston can be contacted at 212-885-7017 or mpaston@kitano.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.