Editorial Board   Guest Author

Mr. Crabbe

Ryan Crabbe

Senior Director Global Spa Brands, Spa Operations Americas Hilton

Ryab Crabbe is Senior Director Global Spa Brands, Hilton Spa Operations, Americas. Mr. Crabbe leads overall strategy and brand management for Spa at Hilton Worldwide. Hilton is one of the largest operators of spa and wellness businesses in hospitality and manages spas under its Waldorf Astoria, Conrad, Curio, Hilton, Doubletree and Embassy Suites brands. Mr. Crabbe’s team develops concepts, tools and resources that enhance the guest experience, position Hilton brands as spa innovators and create measurable commercial value for its community of owners and operators. In addition to his brand responsibilities, Mr. Crabbe leads operations for Hilton’s spa portfolio in the Americas and is responsible for new project development, delivery of financial and guest satisfaction objectives, and the leadership of a field of talented spa leaders. Mr. Crabbe has been with Hilton based in McLean, Virginia for five years. Prior to Hilton, Mr. Crabbe served in senior roles with Wynn Resorts and Ritz-Carlton Hotels where he developed and opened numerous spas, led the achievement of several Forbes four and five star spa facilities, and optimized financial performance for numerous hospitality and leisure assets. Mr. Crabbe graduated from the University of Virginia in 2001 and currently lives in Washington, DC.

Mr. Crabbe can be contacted at 703-883-1028 or ryan.crabbe@hilton.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.