Editorial Board   Guest Author

Ms. Greener

Catherine Greener

Vice President of Sustainability, Xanterra Parks & Resorts

Catherine Greener is Vice President of Sustainability for Xanterra Parks & Resorts. Ms. Greener joined Xanterra in September of 2012 and is responsible for overseeing Xanterra's corporate environmental initiatives. Greener brings more than 25 years of experience in the implementation of sustainability, lean manufacturing, and quality management systems to Xanterra. Ms. Greener has applied her problem-solving skills, experience, and ISO 14000/Six Sigma/ISO 9000 quality management standards to lead sustainability and resource efficiency projects for small and large companies in various industries, ranging from food & beverage processing to the automotive, chemical, semi-conductor, facility automation (robotics), and construction industries. Prior to joining Xanterra, Ms. Greener's experience included VP of Sustainability Consulting at Saatchi & Saatchi S, Team Leader Commercial and Industrial Team, Rocky Mountain Institute and Director of Quality and Customer Focus for ABB Flexible Automation. She is regularly invited to speak on various sustainability topics including strategy, employee engagement and integrating sustainability into marketing messages. Ms. Greener holds a BS in Industrial Engineering from Northwestern University and a MBA from the University of Michigan.

Ms. Greener can be contacted at 303-600-3400 or info@xanterra.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.