Rosewood Hotel Group Appoints Shelley Perkins to Chief Talent and Culture Officer

China, Hong Kong. December 05, 2018

Shelley Perkins has been appointed chief talent and culture officer of Rosewood Hotel Group. She will lead the global human resources organization, provide strategic guidance and support to the group and play a critical role in ensuring Rosewood's human capital meets the organization's growth plan.

Ms. Perkins brings with her more than two decades of experience in the luxury hospitality industry. Prior to joining Rosewood Hotel Group, her career has taken her across the world to well-known global destinations, including Sydney, Hong Kong, Singapore and, most recently, Paris, where she held the position of senior vice president - talent management for Accor Hotels. Previously, she was group director of human resources for Shangri-La Hotels and Resorts in Hong Kong, and also spent 15 years growing The Ritz-Carlton Hotel Company's international portfolio through her various progressive human resources roles.

With her extensive global hotel human resources experience, Ms. Perkins will play a key role in helping to maintain high dedication to Rosewood Hotel Group's strong culture and its momentum through the selection, development and engagement of all associates.

An Australian native, Ms. Perkins holds a post-graduate degree in business administration and management from Central Queensland University and is a member of the Society of Human Resources Management. 

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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.