Talent, Technology, and the Evolving Role of HR
By Wilson Turner, Senior Vice President of Human
Resources
The field of Human Resources has experienced ongoing
transformation over an extended period. In days past, HR was viewed (and
acted) as an administrative function - we kept the files, did payroll, trained
and hired associates. While that administrative body of work remains important,
the role has evolved. HR teams are now not only aligned with the business
objectives, but they are also directly contributing and driving strategies to
increase associate engagement, wellbeing and belonging, and building culture alongside
operational leaders. HR is now an intentional and necessary partner in
achieving business results.
That shift reflects a broader reality today. At HVMG, Talent
is not just a function. It is part of our purpose. The focus remains on Talent,
Relationships, and Performance, and how those three come together to support associates,
guests, and owners.
The changing profile of talent
The biggest challenge in today's environment is not candidate
volume in the way it once was. It is alignment. Defining the right profile for
a role and finding the right match is more difficult than ever.
We need more "unicorns" than we ever have before.
Leadership roles increasingly require a mix of qualities that do not always
naturally coexist. We are looking for individuals who are entrepreneurial but
can also stabilize operations, who are creative and innovative but also comfortable
with reporting and structure. In many cases, we are trying to recruit for a
combination of capabilities that rarely exist in a single person.
This reflects a broader structural shift. As resources
have tightened, responsibilities have expanded. Resources have been compressed;
roles have increased in scope and individuals are often expected to fulfill
multiple functions. That makes it more important to prioritize adaptability,
flexibility, critical thinking, and professional maturity at all levels.
At the same time, the fundamentals have not changed. The
purpose of the industry remains clear: serving guests and driving results.
Passion for service must remain front and center.
AI and the future of talent acquisition
Technology is playing a larger role in how talent is
identified and secured. AI is expected to reshape administrative work,
reporting, sourcing and other parts of the hiring process.
AI is going to continue to grow in impact and influence,
and it will take on responsibilities that we do not fully understand yet,
particularly in administrative and reporting functions. At the same time, it is
a tool. The human element is still what creates connection, both in the
candidate experience and in long-term success.
The opportunity is to use technology to move more quickly
and operate more efficiently without losing that personal connection.
Speed has become a competitive advantage. The
organization that connects first, interviews first, and makes the first offer
often wins the talent. That reality is driving a more deliberate and responsive
approach to talent acquisition, supported by new systems and processes.
A more centralized approach to hiring
One of our most significant evolutions has been the
development of a centralized Talent Acquisition Center of Excellence (TACOE).
The model is designed to take the administrative burden
of recruiting off property teams and place it with subject matter experts.
Talent acquisition specialists manage sourcing, screening, and coordination,
allowing hotel leaders to focus on operations, guests, and associates.
The intent is simple: Let the specialists focus on
recruiting while operational leaders focus on running the hotel. This creates a
more efficient process and better overall experience for both candidates and
hiring managers.
This approach also enables scale and consistency.
Specialists review applications, identify top candidates, and move them through
the process quickly. Technology supports this effort by enabling immediate
communication, including texting candidates shortly after they apply and
streamlining interview scheduling. We must adapt to their technological
preferences and connect with them in the ways they communicate and live within
their daily life. The more traditional approaches just do not work as
effectively.
The results are a faster, more structured hiring process
that reflects the expectations of today's applicants and the quicker
identification of the right talent for the role.
Measuring impact
The centralized model produces measurable results:
- 75% of all hourly hires are sourced through the Talent Acquisition Center of Excellence
- Average time to hire is 12.09 days (hourly and hotel management)
- Average time from job posting to the applicant starting work is 27.38 days (hourly and hotel management)
- 1,200 positions filled
- 3,842 in-depth interviews were conducted in 2025
- 10,780 applications reviewed in 2025
These outcomes are driven by a focused team of
specialists who operate with both speed and precision. We continuously evaluate
and refine our talent programs to improve efficiency, leverage technology
without losing sight of the personal connection required to start a long-term
employment relationship with potential hires.
Looking ahead
The future of HR in hospitality will continue to be
shaped by technology, changing workforce expectations, and evolving business
models. Some changes are permanent, particularly around resource allocation and
the integration of AI.
It is unlikely that the industry will return to the level
of resources that were typical years ago. That makes it even more important to
be intentional about how roles are structured and how talent is supported.
The organizations that succeed will be those that combine
the efficiency of technology with the strength of human connection, and that
remain clear about their purpose.
Talent, relationships, and performance are not separate priorities. They are interconnected, and they continue to define how teams are built and how results are delivered.
