Editorial Board   Guest Author

Mr. Kovensky

Mike Kovensky

Director of Sales & Marketing, InterContinental Miami

Mike Kovensky grew up on Long Island, NY, where the winters escorted him to Florida State University. Upon graduating with a degree in Hotel and Restaurant Management, he headed South.

Starting his career with Hilton Hotels in Atlanta, he began his journey in Hotel Sales.  After 5 plus years of learning the Group market, and how to communicate without a "New York" accent, he relocated to Long Beach, California. While in Long Beach, he enhanced his knowledge within the Transient segments. From California, he relocated back to NYC and further strengthened his knowledge in the Business Travel/Leisure segments and reconfirm his dislike for the cold Winters.  After two years in NYC, he relocated to Orlando getting back to working in Hotels in which the Group segment was the main audience. While in Orlando, he continued to work for Hilton, and then moving onto leadership opportunities within Wyndham and LXR.

After 17 years in Orlando, he explored a more balanced lifestyle in South Florida and assumed the role of Director of Sales & Marketing for the InterContinental Miami. Approaching 7 years at InterContinental, Mr. Kovensky has been able to lean on his varied experience over the years and contribute to a strong producing Sales team, while growing market share by more than 15% over the last 6 years.  

Mr. Kovensky currently resides in Delray Beach and treasures his Sirius radio for the long commute, in addition to his weekends spent with family, including 2 daughters, 5 grandchildren along with an unbelievably patient wife.

 


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

Mr. Kovensky can be contacted at 305-577-1000 or mike.kovensky@ihg.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.