At a time when the future of work is being reimagined across industries, hospitality is proving that meaningful transformation is not only possible but already underway. This year, Hilton has been recognised as the #1 World’s Best Workplace — the only hospitality company to achieve this twice in just three years — and also ranked #1 Best Workplace in Asia, surpassing companies across all sectors. It’s a milestone that signals a broader shift: a legacy industry can lead the way when it embraces people-first change.
Across Asia Pacific, travel continues to gain momentum, with hotel bookings, international arrivals, and tourism spending reaching new heights. Yet the hospitality industry faces a persistent talent gap as many jobseekers favour sectors perceived as more progressive or flexible in areas such as hybrid work, skills development, and modern workplace culture.
Hilton’s achievement underscores that these perceptions can be rewritten, demonstrating that with the right workplace culture, innovation, and commitment to people, hospitality can remain relevant and set the standard of a great workplace.
Unwavering Focus on People First Culture Amidst Changes & Challenges
According to Randstad, workers in APAC increasingly seek workplaces that reflect their values, support growth, and foster belonging — especially Gen Z and millennials, who prioritise authenticity and inclusivity.
As a business about people serving people, hospitality is uniquely positioned to meet these expectations. This shows up through our culture of inclusion, wellness, growth and purpose. Our People First culture is a tangible human experience shaped by Team Member voices and a belief that “if better is possible, good is never enough”.
A workforce as diverse as our guests enables us to deliver experiences grounded in empathy and respect. By nurturing inclusive leadership through initiatives led by our Women, Pride, Generations, and Abilities Team Member Resource Groups, and partnerships with social organisations, we build a culture of inclusion where all can be their best selves at work.
Given hospitality’s 24/7 nature, wellness is a core pillar of our culture. Our wellness platform Care for All Hub supports Team Members with resources and eCourses to navigate self-care and caregiving responsibilities, while programs such as Thrive Sabbatical and Thrive Reset enable Team Members to pursue personal passions and recharge.
Each industry brings its own inherent strengths. The key is intentionally shaping those strengths into meaningful initiatives that resonate with today’s workforce — better positioning organisations to attract and retain talent.
Champion People-Centric Innovation
At Hilton, when innovation is designed with people at the centre, it creates better outcomes for both employees and the business. AI and digital chat tools are already reshaping how we connect with guests and streamline hotel operations, allowing our Team Members to focus on delivering genuine hospitality and building relationships. For example, we have piloted smart scheduling tools in Australia and China to unlock greater flexibility for how employees choose to work.
In parallel, we’re opening up new talent pools, including students, caregivers, retirees, part-timers, and the differently abled. By offering more adaptable roles and clearer entry pathways, we’re able to welcome a broader range of talent into hospitality, strengthening workforce resilience across our hotels.
These efforts are complemented by broader initiatives to improve the hotel work experience and productivity. In recruitment, for instance, digital screening tools and streamlined interview workflows significantly reduce the time needed to identify, assess, and hire great talent.
Hospitality may not be the first industry associated with technological innovation, but our experience shows that meaningful transformation is possible, even in sectors long viewed as traditional. The key is a people-first approach, ensuring every change is purposeful and enhances employee experience.
Realise Opportunities Within Every Individual
Every industry holds the potential to offer fulfilling, long-term careers, and leaders must ensure that the potential is being actively nurtured. In hospitality, career pathways can take someone from the front desk to the boardroom. Realising that promise at scale requires sustained investment in growth and leadership development.
As the fastest growing hospitality company in APAC, we see ourselves as an engine of opportunity – where Team Members don’t just come for a job but stay for a career that can span different roles and destinations. Every Team Member is empowered to thrive professionally and personally, discover passions, find meaning in what they do, and be their authentic self.
They are encouraged to be their own Chief Learning Officer through Hilton University, our global learning platform with resources from partners including Harvard, Cornell, LinkedIn Learning and BetterUp.
We also take a long-term approach to leadership, nurturing young Team Members across Southeast Asia through our Management Trainee Program. With over 2,300 new hotel leadership roles expected in APAC by 2030, our signature development programs and award-winning culture will be key to attracting a diverse pipeline of future-ready leaders, especially as our luxury and lifestyle portfolio grows.
When employees believe they can grow with the organisation, engagement deepens, retention strengthens, and the culture becomes a true driver of the business.
Make Culture Tangible
Competitive pay, benefits, and keeping pace with technology and work trends are now baseline expectations. What truly sets organisations apart is when they make culture tangible in ways that resonate with their employees.
For us, this starts by looking inward. By listening intently to what matters most to our Team Members, we shape and foster a workplace culture that reflects their values and aspirations. The impact of this is clear: in the Great Place to Work survey that led to our recognition as the #1 Best Workplace in Asia, more than 91% of Team Members said they go above and beyond in their roles, compared to 63% in typical workplaces. 88% said they see a long-term career with us — well above industry benchmarks.
Ultimately, there’s no one-size-fits-all blueprint. The culture that resonates most will be grounded in what makes your organisation truly unique and leading with care, authenticity, and vulnerability is what brings it to life.
About the author
Patsy Ng is the Senior Vice President, Human Resources Asia Pacific at Hilton, leading the HR function for the fastest growing hospitality company in Asia Pacific comprising over 1,300 hotels and 96,000 Team Members. Under her leadership, Hilton has cemented its reputation as the region’s most awarded employer in hospitality – most recently ranked #1 Best Workplaces in Asia by Great Place to Work, a testament to the strong, people-first culture Patsy champions across the region.
