Building the best place to stay by becoming the best place to work

At a time of rapid technological advancement, many companies risk prioritizing platforms over people. Instead, they should consider employee engagement as a strategic business lever—rather than an HR initiative. Research shows that organizations with highly engaged workforces outperform peers by up to 23% in profitability and drive stronger customer loyalty and satisfaction.

Hilton continues to reinvest in its team members, focusing on training, recognition, and growth opportunities. When people feel empowered and valued, the company has found that they deliver consistent, high-quality service that deepens guest experiences and loyalty and creates long-term business growth. Recent research conducted by Morning Consult for Hilton shows that nearly 80% of U.S. consumers say companies that care for employees provide better products and services, with nearly 90% saying that taking care of employees is especially important for travel and hospitality brands.

“At its core, hospitality is about people serving people,” says Laura Fuentes, chief HR officer and head of Hilton Supply Management, Hilton. “While guests experience this concept every day in our hotels around the world, that same spirit of care defines how we support [our] team members who bring our hospitality to life—because we know when we take care of our team, they take care of our guests.”

Hilton benefits are designed to support team members, whether corporate or hotel-based, to reach their full potential. Having opened nearly three hotels a day over the past year, Hilton can’t afford to be static. Its culture strategy is continuously adapting and evolving through listening and action. When internal surveys revealed team members were experiencing barriers to accessing mental health services on their own, Hilton introduced new resources and partners through its team member well-being program to help close the gap. Additional team member offerings such as deeply discounted hotel stays, sabbatical programs, and caregiving support have been shown to drive pride and retention. Internal data shows 93% of team members globally say there are special advantages to working for the company.

Hilton’s approach proves that well-being is a performance driver. One-third of its U.S. corporate and managed team members have been with the company for more than a decade—retention has been critical for its continued growth.

Learning and development opportunities, such as complimentary courses through AI-enabled Hilton University, LinkedIn Learning, debt-free education through Guild and leadership programs, are designed to support team members at every stage of their careers. These investments deliver measurable returns: nearly two-thirds (63%) of recent hotel and corporate leadership roles have been filled by internal candidates, with first-time managers in the U.S. earning their promotions into Hilton management roles, on average, in just four years, according to internal data.

“Just as our hotels are built brick by brick, our culture is built intentionally to ensure every team member feels welcomed, empowered, and connected to our purpose,” says Fuentes. “Being named No. 1 on the 2025 Fortune World’s Best 25 Workplaces list is a reminder that when we invest in our people, we build a workplace where everyone can thrive.”