Hilton Q&A: A 'Hospitality Mindset' for Work Culture

In June, Hilton released its workplace trends report The Hospitality Mindset: A New Blueprint for Culture and Performance for Any Industry, identifying the emerging behaviours shaping the future of work and interrogating how hospitality-inspired leadership can help strengthen workplaces outside of the industry. 

The research found that human-centred leadership, such as job security, feeling valued and career growth, often outweigh other perks, ranking as top drivers of worker engagement and loyalty. In fact, 71% of respondents say they would be more likely to stay at their job if their manager offered flexibility for personal needs. 

Purpose was also seen to have a key impact on employee retention, with 88% of respondents saying that purpose influences career decisions, while 52% say that a good day is defined by a sense of accomplishment.

Commenting on this research to HR Chief is Christine Maginnis, Senior Vice President and Global Head of Talent at Hilton. 

Hilton is globally recognised for its people centric approach. While compiling this report, what was the most surprising employee trend you found? 

When conducting this research, what surprised us most was how many workers, especially those who  are early in their careers, felt lonely and isolated, even as we live in a more and more digitally connected world. The finding that nearly half of early-career employees report feeling lonely at work showed us  that many may not be asking the right question when it comes to the return to office conversation: It’s not where we work, but whether people feel connected with each other when and where they’re working. 

We saw that 94% of workers still see the office as valuable not just for productivity, but primarily as a place to build relationships and connection. This was especially true for Gen Z respondents, which really shows us the value of the workplace to be a place for connection, growth and confidence for many young people as they enter the workforce and grow their careers.  

At Hilton, we’ve long believed culture is built through relationships, not just programmes. It’s about creating everyday moments where people feel seen, supported and part of something bigger. When you get that right, performance follows. 

How can organisations use AI without stripping away human connection and community? 

We’re already seeing how AI can change how we work, but we’re also seeing the consequences if  people don’t feel equipped or prepared to leverage it in a way that works for them. We’re seeing that tension in the data: more than half of workers say they feel anxious about AI’s impact on their jobs, and many are looking to their employers for support. 

When organisations get this right and focus on building agency among workers, you combat the anxiety and give people the tools, training and confidence to use the new technology that will ultimately benefit them and their careers – the very opposite of many of the AI narratives right now.  

Success requires a hybrid model where technology is blended with human judgment, keeping people firmly in the lead and giving them the opportunity to use technology to enhance their work, not replace it. If you can do that, then you can empower them and enable them to thrive in their roles. 

Technology can create scale, but not culture. By creating opportunities for teams to learn and experiment with AI together, we can foster a sense of community and shared growth. This approach ensures AI is a tool that enhances our capabilities, not a constraint on human connection. 

What are the practical, everyday behaviours that define an emotionally intelligent leader in a modern organisation? 

The data shows that workers are very clear about what matters and what drives engagement: feeling  valued, having career growth, flexibility and strong relationships. At Hilton, we know the leadership behaviours that contribute to these outcomes and that make a difference in culture and performance – and they all are inspired by the foundations of hospitality.  

We often talk about leaders activating 'host mode,' when they spend face time with their teams, they  walk the floor, they create space for people to be heard. These aren’t just soft skills, they’re strategies that build trust and connection, even if you have a team of hundreds running a 1,000-room hotel.  

'Host Mode' doesn’t have to be complicated or difficult to achieve. In fact, we see it every day in simple, everyday behaviours. Being present. Listening. Showing genuine care. When leaders show up in those moments, teams feel supported – and that directly impacts engagement, retention and ultimately performance. 

With mentorship and purpose highlighted as core retention drivers, how can companies build that into day-to-day work? 

We’ve become quite successful at growing teams, and with 500,000 team members we know that mentorship must be more than a programme. Instead, it must be part of how work happens, every day. 

The data reinforces that. Most workers say mentorship matters and that they’re more likely to stay when companies invest in their personal growth, but that process should be authentic, not forced.  

There are a few simple ways leaders can make that real: 

Learn on the job: Instead of only creating formal programmes, create opportunities for people to learn from each other informally: shadowing, stepping into new tasks, etc 

Make it two-way, not top-down: The best teams operate when everyone has something to teach and  something to learn. When learning flows in every direction, it builds stronger teams and better outcomes

Create small, visible growth opportunities: Give people stretch moments: leading a project, solving a new challenge or taking on something outside their role. Those moments build confidence and  capability quickly and it’ll pay you back

Recognise in real time: Call out progress, when people feel seen for how they’re growing – it reinforces a culture of development. 

What would you say is the most important takeaway from this report?  

As a business of people serving people, we have always known that workers want connection and human-led cultures. With work now becoming faster, more complex and more technology-driven, people want connection, trust and a sense that they matter and are working for a reason.  

When you unlock that equation, you’ll learn that culture isn’t a ‘nice to have’ – it’s a core driver of your bottom line. That’s what we mean by the hospitality mindset, serving your people the same way you expect them to serve your customers.