Building a Culture of Care in Hospitality HR

From Numbers to People

I didn’t plan to work in HR. I went to school for accounting, which felt like a responsible choice at the time. But somewhere between spreadsheets and silence, I realized I needed more human interaction than a balance sheet could offer. No offense to my accounting friends, but I wanted a career where people talked back, preferably with enthusiasm.

That accidental pivot led me to human resources, and eventually to hospitality, where the human element is everything. In this industry, culture isn’t a side dish. It’s the main course. It shows up in the way teams collaborate, how guests are welcomed and how leaders respond when things go sideways.

Scaling HR with Intentional Culture

Over time, my perspective shifted from HR as a support function to HR as a strategic engine. I started asking different questions. Not just “Are we compliant?” but, “Are we connected?” Not just “Is this policy clear?” but, “Does this reflect who we are?” Hospitality taught me that retention isn’t just about benefits. It’s about belonging and it starts with intentional culture.

As I’ve stepped into broader leadership roles, my approach has evolved. I think more in terms of systems and storytelling. How do we design onboarding that feels like a welcome, not a checklist? How do we build SOPs that reflect not just operational clarity but cultural alignment? How do we create engagement programs that feel authentic, not obligatory? Scaling HR means scaling empathy, and that requires structure with soul.

Overcoming Challenges Through Insight

One of the trickiest challenges I’ve faced is disengagement that hides in plain sight. A team might hit their KPIs, but if they’re emotionally checked out, the cracks will show eventually. To address this, I’ve leaned into observation, conversation and pattern recognition. I walk the floor. I listen between the lines. I ask questions that invite honesty, not just answers. I build systems that make it safe to speak up before things spiral.

Early warning signs of dysfunction are often subtle. It can be a shift in tone, a drop in initiative or a change in how people interact. HR leaders need to be cultural detectives, tuned into both data and demeanor. I look for micro-moments, who’s staying late without being asked, who’s stopped contributing in meetings, who’s suddenly “fine” all the time. These aren’t just anecdotes. They’re signals. And when you catch them early, you can intervene with care instead of crisis.

Balancing metrics with intuition is part science, part art. I believe in dashboards, but I also believe in doorways. I make time to visit departments, not just review reports. I ask managers what’s not showing up in the numbers. I trust my gut, but I verify with context. The best insights come from proximity, not just performance reviews.

Creating Healthier Workplace Cultures

For leaders who want to build healthier, more transparent workplaces, my advice is simple. Start with presence. Be visible. Be curious. Be consistent. Create rituals of recognition. Normalize feedback. Celebrate progress, not just perfection. And above all, model the behavior you want to see. Culture cascades from the top, but it’s sustained by the middle. Equip your managers to be culture carriers, not just task managers.

Hospitality is a human business. Our teams aren’t just employees. They’re storytellers, problem-solvers and memory-makers. When we invest in their well-being, we elevate everything: guest satisfaction, operational efficiency and long-term loyalty. HR isn’t a department. It’s a promise. One that says, you matter here.