Editorial Board   Guest Author

Mr. Conching

Jon Conching

Director of Sales, Marketing and Events, Hyatt Regency Waikiki Beach Resort and Spa

A seasoned veteran with 40 years of hospitality experience, Jon Conching brings to Hyatt Regency Waikiki Beach Resort and Spa a deep knowledge of the travel industry and the Hawaiian Islands. Mr. Conching’s leadership background includes numerous achievements in sales and marketing for leisure, corporate, group and global travel markets. Prior to his appointment at Hyatt Regency Waikiki Beach Resort and Spa, Mr. Conching served as Regional Vice President of Sales and Marketing for the Hawaii region at Hilton Worldwide. Mr. Conching began his hotel sales career at the Sheraton Waikiki as Area Sales Manager in 1983, before joining Hilton Hawaiian Village in 1987 as Convention Sales Manager. Following a series of promotions at Hilton Hawaiian Village, Mr. Conching was appointed Area Director of Sales at Hilton Resorts Hawaii. It was there he climbed the ranks to Regional Vice President of Sales and Marketing for the Hawaii region and Select Resorts at Hilton Worldwide, where he oversaw sales and marketing for the former Turtle Bay Hilton, Kona Hilton, Hilton Hawaiian Village, Hilton Waikoloa Village, Grand Wailea, the Doubletree by Hilton Alana Waikiki properties in Hawaii, and also, the Hilton owned and managed resorts in San Diego, Phoenix and Palm Springs. In his spare time, Mr. Conching enjoys spending time with his wife Jamie, and his three adult daughters, who are also in the hospitality industry in Hawaii. He enjoys surfing, paddle surfing, and swimming. He loves spending time at the beach with friends, cooking and barbecuing.

Please visit http://www.hyatt.com for more information.

Mr. Conching can be contacted at 844-278-9140 or jon.conching@hyatt.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.