Editorial Board   Guest Author

Mr. Urbat

Christian Urbat

Senior Vice President, Technical Services, Americas, Carlson Rezidor

Christian Urbat joined Carlson as senior vice president, Technical Services, Carlson Rezidor Hotel Group, Americas, in January, 2011. Mr. Urbat’s responsibilities include translating brand standards into technical standards; overall technical leadership for the owned and managed hotels—with a clear focus on the Carlson Hotels Real Estate Company (CHREC) portfolio and key flagships; and ensuring compliance of franchised properties with the agreed upon technical standards—overseeing the definition and execution of property improvement plans (P.I.P.) or other strategic investments in single properties. In this compliance work he will provide consulting assistance to the owners to help ensure alignment with the strategic direction of the brands. He further works in close cooperation with the Development and Operations teams. Mr. Urbat, who was born in Porta Westfalica, Germany, previously held various positions with Hyatt International as vice president of Technical Services for Europe, Africa and Middle East in Zurich, Switzerland, responsible for all building and site related pre- and post-development activities as well as renovations. Prior to that, he worked for Hyatt in various corporate positions and in Food & Beverage Operations across the U.S., China and Germany. Mr. Urbat has a master’s degree in Culinary Art and a Bachelor of Arts degree in hotel management from Hotel Management College in Altötting, Germany.

Mr. Urbat can be contacted at 763-212-5451 or curbat@carlsonrezidor.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.