Aruba Marriott Complex Names New General Manager

Aruba, Palm Beach, Noord. January 28, 2019

Karen Chastain has been named General Manager of the Aruba Marriott Complex. In her new role, Chastain is responsible for providing strategic management of operations at Aruba Marriott Resort & Stellaris Casino, Marriott Aruba Surf Club, and Marriott Aruba Ocean Club.

Chastain brings with her more than two decades of senior leadership experience with the Marriott brand and has held numerous general manager positions at Marriott hotels across the United States, most recently at Fort Lauderdale Marriott Harbor Beach Resort and Spa, FL.

"I've been fortunate enough to work on both coasts of the US with Marriott, and can't wait to see what the vibrant island of Aruba and the Marriott Complex have in store," said Chastain. "In addition to taking the helm at one of Marriott's most prominent Caribbean properties, I look forward to immersing myself in the local culture to build lasting and mutually beneficial relationships with the community."

Chastain has a strong background in financial leadership and a proven track record in sales, management and operations. She is passionate about staff development and is highly focused on ensuring guest satisfaction.

Chastain is a graduate of Ball State University, and holds a B.S. in accounting.


Karen Chastain
/ SLIDES

About Aruba Marriott

Media Contact:

Liz Eads
Associate Account Executive
Diamond PR
T: 305-854-3544
E: arubamarriott@diamondpr.com
W: http://www.diamondpr.com

Related News

Choose a Social Network!

The social network you are looking for is not available.

Close
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.