Hyatt Hotels Corp., with over 1,300 properties spanning more than 75 countries, faces the formidable challenge of synchronizing a workforce exceeding 125,000 colleagues amid diverse national customs and operational demands. The company’s purpose—to care for people so they can be their best—underpins every HR initiative, from talent pipelines to leadership models. This drive has propelled Hyatt through transformations, including a multi-year partnership with PwC to overhaul talent processes globally, as detailed in PwC’s case study.

At the core lies a culture of care, enabling colleagues to deliver exceptional guest experiences while pursuing personal growth. Hyatt’s HR evolution began with optimizing fragmented systems across 875 hotels in 60 countries, aiming to boost operational effectiveness and satisfaction. Christy Sinnott, Hyatt’s former Talent Management Leader, initiated discussions with PwC that blossomed into comprehensive reforms, including a colleague listening program and digital platforms for HR efficiency, according to the same PwC report.

The firm conducted worldwide interviews to pinpoint leadership behaviors driving business results, fostering a high-performing environment adaptable to shifting climates. This effort yielded measurable gains, such as increased colleagues agreeing leaders acted on feedback and higher satisfaction scores for participating teams.

Global Talent Overhaul with PwC

Hyatt’s collaboration with PwC marked a pivotal shift, reimagining the talent experience to support strategic workforce planning. “One of the most rewarding aspects of our work with Hyatt has been participating in the evolution of a significant HR transformation that impacts everyone in the organization on some level, and ultimately, Hyatt guests worldwide,” a PwC team member noted in the case study. The partnership advanced inclusion and diversity strategies alongside tools to track outcomes.

A key outcome was the Global Leadership Performance Model, designed to instill behaviors yielding results in a dynamic business environment. Hyatt now scales this enhanced experience worldwide, empowering colleagues amid ongoing expansion. Demographics evolve, guest demands shift, but the culture of care remains constant at the heart of strategy.

This framework supports Hyatt’s growth trajectory, with HR processes refined for consistency. The Playbook, an internal tool, laid groundwork for further evolution, realizing HR leaders’ vision for superior talent handling.

Building Belonging Through Centralized Strategies

Recognizing the need for uniformity across its vast operations, Hyatt centralized talent management with PwC’s aid, addressing pain points via global employee interviews. “Hyatt believes that by enabling their employees to be their best, they can deliver exceptional care and experiences to their guests,” reports TMI. This philosophy aligns with ambitions to be the world’s most hospitable company.

The approach integrates employee engagement, retention programs, learning, and diversity efforts, yielding lower attrition than industry peers in volatile hospitality. Hyatt’s 125,000-strong workforce benefits from consistent strategies catering to diverse needs.

International HR teams in Chicago, Zurich, Dubai, and Hong Kong drive the People Brand, ensuring authentic employee experiences via engagement, top talent management, planning, training, systems, and rewards, as outlined in UKEssays analysis.

Leadership Transitions and Purpose-Driven HR

In April 2025, Hyatt appointed Kristin Oliver as Chief Human Resources Officer, succeeding Malaika Myers after her retirement. Oliver, with 15 years across HanesBrands, Walgreens, Chico’s, and Walmart, now steers global HR strategy for growth. “As Hyatt evolves into a more brand-focused, agile enterprise, Kristin’s extensive experience and purpose-driven approach will guide our focus on the capabilities and talent needed to move our strategy forward,” CEO Mark Hoplamazian stated in Hyatt’s newsroom.

Myers left a legacy, championing RiseHY—nearing 10,000 Opportunity Youth hires—and advancing mental health dialogue, indelibly marking Hyatt’s culture. Hyatt Thrive bolsters communities via sustainability, education, health, and development grants.

The People Brand framework adapts globally yet locally, honoring cultural norms. “We honor the culture wherever we are because it’s important to our guests and our workforce,” noted an HR executive in Profile magazine.

Listening and Wellbeing in 2025 Visions

Hyatt’s HR emphasizes constant colleague listening and experimentation. “At its core, HR—particularly at a hospitality company like Hyatt—is all about people. We are constantly listening to our colleagues and experimenting with new ways of working to evolve our processes and culture accordingly,” an HR leader shared with Fortune. Focus intensifies on mental health, with leaders sharing stories to destigmatize it.

In 2025, priorities include onboarding immersing in culture, performance feedback for growth, and flexible programs for multigenerational needs. Amid tighter markets, employees stay longer, prompting inclusive benefits and transparency.

Hyatt’s colleague experience platform enhances care via listening and empathy, predicting turnover with data. Leaders select team focus areas, accessing resources to elevate satisfaction.

AI Integration and Future-Proofing Talent

Carlee Wolfe, Associate Vice President of Leader Development, outlined AI strategies at a 2025 conference. Hyatt tests AI coaching bots to democratize development beyond seniors, prioritizing “AI curiosity and learning agility” in hiring while preserving human touch in guest roles, per HR Daily Advisor.

“How did you make the future a little more human this week?” Wolfe challenged, balancing execution with heart. Processes incorporate pauses to ensure care over speed, redirecting to internal talent.

Talent mobility via Cornerstone OnDemand aids internal sourcing, engagement, and understanding associates, per RecruitingDaily. RiseHY expands, targeting 5,000 more youth hires amid shortages.

Navigating Challenges and Recognition

Despite successes, Hyatt realigned U.S. Global Care Center operations in 2025, cutting 30% of guest services staff due to inquiry shifts, as reported by Travel And Tour World. Loyalty and concierge teams remained untouched.

Great Place to Work ranks Hyatt highly, with 89% of employees affirming it’s a great workplace versus 57% typical. Hyatt Stories shares global feedback, reinforcing culture.

Paternalistic strategies emphasize training to instill values like mutual respect and integrity. As Hyatt bridges divides, its model offers hospitality peers a blueprint for unified global teams.