Editorial Board   Guest Author

Mr. Hirko

Rhett Hirko

Executive Director, Preferred Hotels and Resorts

Rhett Hirko serves as Executive Director of Revenue Account Management for Preferred Hotels & Resorts, responsible for supporting the revenue activities across all of the company’s member hotels in the Americas and working directly with Sabre to support the reservation needs for all member hotels globally. A Certified Revenue Management Executive, Mr. Hirko has practiced revenue management for more than 20 years, spending the majority of his time in various roles with Hyatt. He designed and implemented the single-image inventory reservations process for Hyatt Hotels Corporation in North America and oversaw revenue management in a regional capacity for seven years. For the next 14 years, he worked with Hyatt International where he designed both the CRS-RM interface and the RM training program and directed the RM process. From there, he was transferred to Zurich to head revenue management for all Hyatt hotels in Europe, Africa, the Middle East and Southwest Asia, a position he held for the two years prior to joining Preferred Hotels & Resorts. Mr. Hirko received his B.A. in Business, with a major in Hotel & Restaurant Management, from Michigan State University. He lives in the Chicago area with his spouse and two dogs and enjoys spending his spare time running or cheering for his alma mater, Michigan State.

Please visit www.preferredhotels.com for more information.

Mr. Hirko can be contacted at 312-542-9245 or rhirko@preferredhotels.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.