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Extended-form Case Study

Talent management in hospitality: a case study – Hilton EMEA

Published on January 28, 2026   12 min

A selection of talks on Management, Leadership & Organisation

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0:00
Hello, everyone, and welcome. My name is Hossam Haggag, and since 2022, I've been a lecturer and project manager at Hotelschool The Hague. Before that, I spent over 30 years in the hospitality industry, including serving as a vice president of talent development at Jumeirah Group and as a senior director of talent management for Hilton across Europe, the Middle East and Africa for over 15 years. This case study draws on my experience at Hilton to critically examine talent management and succession planning in practice. We will look at what worked, what didn't, and why we urgently need to rethink leadership development in the hospitality industry.
0:46
Let's start with scale. Hospitality is one of the world's largest employers. Globally, our industry supports more than 357 million jobs, and contributes to over $11 trillion to GDP. These numbers reflect an enormous social and economic impact. But here's the paradox. While talent is our greatest asset, it is also our biggest challenge. Surveys consistently show that 80% of employees would stay longer in a company if they had visible career development opportunities. That means retention isn't about pay alone. It is about pathways, visibility, and trust in leadership systems. In industries such as manufacturing or logistics, technology and automation can smooth over the skill gaps. In hospitality, this is not the case. Success depends on people, their judgment, empathy, and leadership. Two short examples illustrate the stakes. An executive chef is not just someone who cooks in a Mediterranean restaurant. The chef embodies culture, authenticity, and guest expectations. Choose the wrong chef, and the entire brand promise collapses. Another example. General managers need to have various focus points ranging from balancing guest satisfaction, owner relationship, and brand consistency. A poor-performing GM can damage reputation and cost millions. In conclusion, talent management is not an HR side activity. It is the beating heart of our industry, driving strategy, culture, and performance. So let's look at Hilton as a global hospitality leader.

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Talent management in hospitality: a case study – Hilton EMEA

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