Renaissance Chicago Downtown Hotel Appoints Kristin Duncan as General Manager

USA, Chicago, Illinois. May 09, 2019

Renaissance Chicago Downtown Hotel is thrilled to announce the appointment of Kristin Duncan as General Manager of the 530-room property located steps from the Theater District. Duncan has 30 years of experience with Marriott in a variety of roles, most recently as the General Manager of the Chicago Marriott Oak Brook.

"I am excited to bring my own touch of hospitality to this city property and cannot wait to collaborate with such a creative and innovative team. I will work hard to ensure that the Marriott ideals are upheld and that our guests enjoy the very best in service and comfort," says Duncan.

Duncan brings over three decades of experience in the hospitality industry to her new role. Prior to Renaissance Chicago Downtown Hotel, she served as the General Manager of the Chicago Marriott Oak Brook, leading her team to excellent balanced scorecard results. Before that, she served as General Manager of Oak Brook Hills Marriott Resort and the General Manager at Lincolnshire Marriott Resort, where she built a successful track record in sales, relationship building and employee satisfaction.

Previously, the hospitality veteran held several director-level Sales and Marketing positions within the company, including Regional Director of Sales and Marketing South Central Region and then as Regional Senior Director of Sales for the Western Region. Duncan then took on the role of Area Director of Sales and Marketing for the Chicago Southwest Market. Following this, she was promoted to Market Sales Leader, Catering for Northern Mid America, where she launched the new Sales Organization that increased local catering revenue by a phenomenal 25% from 2010 to 2012.

Set against the dramatic skyline on the banks of the Chicago River and just minutes from downtown shopping, theaters and restaurants, Renaissance Chicago Downtown Hotel, 1 West Wacker Drive, is the perfect location for visitors to enjoy their stay in the Windy City. Their chic rooftop bar, Raised, puts a spin on the city's booming rooftop bar scene. Located on the 3rd floor of the hotel, the indoor/outdoor destination invites the vibrant energy from the city streets below, and is a great place to raise a glass to the holiday weekend. Staytion Market & Bar, the hotel's lobby bar and restaurant, is one of the city's hottest new eateries, providing a trendy and distinguished nightlife scene. Featuring an energetic and intriguing atmosphere, Staytion's eclectic menu features unique street food with a Chicago flair, specialty handcrafted cocktails and local hops. Merging the business of the Loop with the pleasure of State Street shopping and Chicago's Theater District, the hotel invites discovery at every turn.

Subscribe to our newsletter
for more Hotel Newswire articles

Related News

Choose a Social Network!

The social network you are looking for is not available.

Close
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.