Editorial Board   Guest Author

Mr. Cronin

David Cronin

General Manager, Houston Marriott West Loop

David Cronin came to the Houston Marriott West Loop after 16 years of extensive Food and Beverage experience with Marriott, at both domestic and international locations. He held positions in Catering Sales, Event Management and Event Planning before becoming the Director of Food and Beverage at Marriott’s Harbor Beach Resort and Spa. His successful management of a broad cross-section of hospitality F&B operations, from vacation destinations in Florida and Texas to full service hotels in Illinois and Utah, led to many prestigious awards and national recognition. In Salt Lake City, Mr. Cronin personally garnered Marriott’s Chairman Circle Achiever Award and Global Leadership Award for Special Events; while the hotel received many awards including Gold Key Award, Best of State Award, and Platinum Choice Award. At Chicago Marriott Downtown, he led the event team to regional acclaim by twice earning Marriott Event Team of the Year and Most Improved Event Customer Satisfaction. Since taking the reins of the Houston Marriott West Loop as the General Manager, Mr. Cronin received the prestigious Marriott General Manager Mustang Award for outstanding business leadership and led the hotel to awards for Customer Satisfaction Excellence and Guest Impact for 2011, and recognition as the Most Improved Hotel in the Americas. Mr. Cronin is active in the Houston Area Lodging Association, Children’s Miracle Network, and Houston Business Council. At home, he enjoys reading, spending time with his daughter and is an avid cyclist.

Mr. Cronin can be contacted at 713-624-1520 or david.cronin@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.