Hilton and Marriott respond to the hotel talent crisis

Global hotel leaders step up retention, training, and purpose-driven culture to stabilize a strained workforce

Hilton and Marriott are tackling the industry-wide talent crisis with long-term strategies aimed at retention, career development, and frontline engagement. Both companies have climbed Great Place to Work rankings by investing heavily in benefits, training, and programs that reinforce purpose, stability, and upward mobility.

Key takeaways

• Rising turnover pressure: Hotels face high staff churn, driving up recruitment costs and undermining service consistency.
• Hilton’s multi-year overhaul: Improved travel benefits, redesigned parental leave, and clearer career paths contributed to Hilton’s top ranking on the World’s Best Workplaces list.
• Marriott’s long-standing focus: Marriott’s decades-long commitment to training and purpose-driven culture continues to pay off, with employees reporting above-average opportunities for advancement.
• Frontline workforce challenges: With the majority of workers in non-desk roles and many employed by third-party managers, communication and engagement require tailored approaches.
• Pandemic aftershocks: Covid-era furloughs and workload spikes weakened trust in hospitality roles, heightening the need for stable career pathways and well-being initiatives.
• Purpose and recognition matter: Programs like Hilton’s “Catch Me at My Best” show the growing importance of acknowledgment, belonging, and meaning in retaining staff across generations.

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