Editorial Board   Guest Author

Ms. Latkovic

Tracey Anne Latkovic

Corporate Vice President / Sales, Canyon Ranch

Tracey Anne Latkovic’s twenty years of revenue development experience encompass disciplines ranging from luxury resorts and destination spas to golf and real estate. As the corporate vice president of sales for Canyon Ranch, she oversees resort, hotel and SpaClub teams to expand markets and increase revenue for the brand. Ms. Latkovic has served over four years as the vice president of sales & marketing for Miraval Holding where she led revenue generation efforts corporate wide for both resort and real estate development for the iconic destination spa brand. Additionally, Ms. Latkovic worked as the vice president of sales, marketing and revenue development for PGA National, director of sales & marketing with the St. Regis brand and spent over 10 years prior as a director of sales for KSL Resort Group’s La Quinta Resort & Club and the legendary Wigwam Resort where she was recognized as one of the Top Ten Women in Business & Industry by Today’s Arizona Woman Success Magazine. Ms. Latkovic holds a Bachelor of Science degree in Aeronautical Engineering from Embry-Riddle Aeronautical University and lives in Tucson, Arizona.

Ms. Latkovic can be contacted at 800-975-8880 x4208 or tlatkovic@canyonranch.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.