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My name is Hossam Haggag,
and since 2022, I've
been a lecturer and
a project manager at
Hotelschool The Hague.
Before that, I spent
more than 30 years in the
hospitality industry,
including serving as
the Vice President of
Talent Development
at Jumeirah Group
and as a Senior Director of
Talent Management for
Hilton across Europe,
Middle East and
Africa for 15 years.
This case study examines one of
the most important
strategic dilemmas
in hospitality
talent management.
Whether to build talent
internally or buy it externally.
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It is not only a question
for senior executives,
it is a decision that affects
organizations at
multiple levels,
from international
expansion into new markets
to the design of
graduate programs and
preparation of future
leaders for critical roles.
By analyzing the
experiences of Hilton,
which is a global
hospitality powerhouse,
and Jumeirah Group, which
is a luxury-focused player
with a head office in Dubai,
the case highlights
the complexity
of balancing strategy,
culture, and leadership
development.
It illustrates how theory and
practice intersect and
what lessons can be
drawn for organizations
seeking to
sustain strong
leadership pipelines.
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The concept of the
War for Talent
introduced by McKinsey in 1997,
and developed further
in their 2001 report,
emphasized the competitive
importance of securing
the right people in the right
place at the right time.
In hospitality, this
reality is even sharper.
As a labor-intensive industry,
the quality of people is
directly linked to
the guest experience,
brand reputation, and
financial outcomes.
Unlike industries
where technology and
automation can
standardize outcomes,
in hospitality,
it is individuals
who deliver the service promise.
A brilliant hotel
concept can fail with
poor leadership, while
a modest property
can excel with a strong
leadership team.
Two examples
illustrate the stakes.
An executive chef embodies
the identity of a restaurant,
choosing the wrong chef
can undermine the
entire brand concept.
Similarly, a general manager
does not only oversee
operations, but also manages
owner relationships and
brand consistencies.
A misaligned GM can lead to
significant financial
and reputational damage.
The importance of
this debate lies in
recognizing that talent is
not simply a human resource;
It is the driver of strategy,
the guardian of culture,
and the enabler of
sustainable growth.
