Editorial Board   Guest Author

Mr. Sanchez

Frank Sanchez

Executive Chef, Chicago Downtown Marriott

Chicago Downtown Marriott Magnificent Mile Executive Chef Frank Sanchez, formerly the hotel’s executive sous chef, oversees all culinary operations at the hotel and its F&B outlets, Harvest Restaurant and Rush Street Pantry, including management of the hotel’s rooftop garden and beehives.

Chef Sanchez also operates a year-round, on-site experience to create food from scratch that gives customers fresh and nutritional options. Chef and his team begin the seedling process of planting product that can be grown indoors, along with rotating crop of micro-greens. He strives to grow product, reduce the hotel’s carbon footprint and create an interesting narrative for the hotel and restaurants.

As well as menu planning, Chef Sanchez executes the garden aesthetics, as the rooftop garden can be seen from 36 of the hotel’s 46 floors and from the fitness center, which is located on the same floor as the rooftop garden. The neat rows and tight lines in the boxes are an extension of the kitchen, and show guests that there are crops growing.

Chef Sanchez has been with the company since 2010 and has demonstrated superior leadership in the culinary department. Prior to joining the Chicago Marriott, Chef Sanchez led kitchen operations as executive chef at Coronado Island Marriott Resort and Spa and led the banquet kitchen at JW Marriott Tucson Starr Pass Resort & Spa.

Chef Sanchez’s career highlights include creating the first-ever beer festival on Coronado Island while at Marriott. Before being hired by Marriott, Chef Sanchez graduated with a degree in business management from the University of Arizona in 2005.

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

Mr. Sanchez can be contacted at 312-836-0100 or frank.sanchez@marriott.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.