Hilton has released new workplace research suggesting that, even as artificial intelligence reshapes how work gets done, human-centered leadership remains the key driver of employee performance and retention.
The report, The Hospitality Mindset: A New Blueprint for Culture and Performance for Any Industry, combines survey data from Ipsos and Morning Consult with insights from leaders at Hilton’s top-performing hotels. It finds that workers consistently rank factors such as purpose, mentorship, flexibility and emotionally intelligent leadership as the most important contributors to job satisfaction and productivity.
Hilton offers a real-world view into the leadership behaviors that drive connection, retention and performance at scale as it operates a global business with hundreds of roles and team structures in 144 countries and territories. That perspective is especially relevant as the business case for employee engagement continues to grow: According to Gallup, companies with high employee engagement experience 18 percent more productivity and 23 percent more profitability than those with low engagement.
The project challenges current assumptions about workplace culture, revealing that workers continue to seek connection, trust and belonging in a hybrid world, with nearly 50 percent of early-career workers reporting feeling lonely at work (Ipsos). At the same time, as organizations navigate rapid AI-driven change, work is becoming more transactional, creating new pressure on leaders to build cultures that foster genuine human connection, with 77 percent of respondents saying they are more likely to stay when leaders actively build a sense of community (Ipsos).
“As work becomes more digital and AI reshapes the workplace, people still want the same fundamental things: connection, trust and a sense that they matter,” Laura Fuentes, chief human resources officer, Hilton, and head of Hilton Supply Management, said in a statement. “The companies that create that kind of culture will be the ones that attract talent, retain teams and outperform over time.”
The report features two sections: First, it incorporates new research commissioned by Hilton from Ipsos and Morning Consult that explores five trends challenging and reshaping today’s workplaces across all industries. Next, it draws insights from an internal Hilton study where researchers tapped into the wisdom and decades-long experience of some of the top people leaders in business – hotel general managers – and offers practical, tangible “hospitality hacks” that any industry can employ to build better connected teams, strengthen culture and improve business outcomes.
The Trends
The report introduces five workplace trends that will define the next era of leadership and workplace performance:
- Mutual Mentorship: Workers are shifting from top-down learning to shared, two-way development because learning flows best in every direction.
- RTO: Return to Opportunity: The physical workplace is evolving into a hub for connection and culture, where in-person connection fuels trust, belonging and innovation.
- From AI Anxiety to AI Agency: Success around AI transformation will be found by providing training and support, enabled by shifting from anxiety to curiosity, with humans not only in the loop, but firmly in the lead.
- Chief Host Officer: The New Leadership Vibe: Engagement and happiness are driven more by relationships with managers than by traditional workplace perks, where presence, care and attention unlock performance.
- The Meaning Multiplier: Purpose drives engagement, but retention strengthens when it’s paired with belonging and autonomy.
Here’s what the research revealed about each trend in detail:
Mutual Mentorship
Modern teams perform best when learning is shared, not hierarchical. The most effective workplaces are shifting away from top-down development models and toward a mutual mentorship mindset where everyone teaches, everyone learns and everyone grows. Workers consistently point to human-centered factors like mentorship, culture and feeling valued as the biggest drivers of satisfaction. When growth is continuous, visible and personal, workers are more engaged, more fulfilled and more likely to stay.
- 74 percent of workers say mentorship opportunities are important (Ipsos)
- 77 percent say mentorship opportunities impact happiness at work (Ipsos)
- 75 percent are more likely to stay at organizations where leaders focus on developing them as individuals (Ipsos)
RTO: Return to Opportunity
The biggest shift in work hasn’t been where people work, it’s how they connect. Across roles and generations, workers are craving stability, visibility and a sense of belonging. Despite evolving work models, the majority still see value in coming together in person. The most effective return-to-office strategies focus on creating meaningful moments that build relationships, foster learning and strengthen teams.
- 94 percent say returning to the office serves a purpose today (Morning Consult)
- 96 percent of Gen Z workers see value in coming into the office (Morning Consult)
- Nearly 50 percent of early-career workers report feeling lonely at work (Ipsos)
From AI Anxiety to AI Agency
AI is transforming the way we work, but the real challenge is how people are experiencing the change. Many workers feel uncertain about AI’s impact, and are looking to employers for clarity, tools and support. Organizations that take a human-centered approach – with humans not just in the loop but firmly in the lead – prioritizing learning, experimentation and confidence-building, can shift workers from anxiety to agency. When people feel equipped and supported, AI becomes a catalyst for growth rather than a source of fear.
- 52 percent of workers feel anxious about AI’s impact on their job (Ipsos)
- 62 percent believe AI will significantly change how they work within the next three years (Ipsos)
- 55 percent expect employers to provide AI skills, tools and subscriptions (Ipsos)
Chief Host Officer: The New Leadership Vibe
Today’s workforce is redefining what matters most, and it’s not ping-pong tables or free food. Workers are looking for something more human: to feel seen, heard and valued by their leaders. Strong manager relationships, meaningful growth opportunities and a sense of connection are the true drivers of engagement and retention. The most effective leaders operate in “host mode,” where they create environments in which people thrive through presence, attention and genuine care.
- 92 percent say a good relationship with their manager is critical to happiness (Morning Consult)
- 50 percent cite feeling valued as a top driver of why they stay in their jobs (Morning Consult)
- Approximately 40 percent of workers say they would stay in their job for workplace relationships (Morning Consult)
The Meaning Multiplier
Purpose is no longer a “nice-to-have.” Instead, it’s a stabilizing force in times of change. Workers want to know that their efforts matter and contribute to something bigger. That sense of meaning is amplified when paired with belonging and autonomy, and when people feel connected to others and empowered to act. When leaders reinforce purpose through everyday experiences, engagement strengthens, performance improves and retention follows.
- 88 percent say purpose influences career decisions and 85% say work that makes a difference influences their career decisions (Ipsos)
- 77 percent are more likely to stay when leaders actively build a sense of community (Ipsos)
- 52 percent of workers say a sense of accomplishment (like checking off a to-do list), and 33 percent say manager recognition defines a good day at work (Ipsos)
A Practical Playbook with Hospitality Hacks
Hilton also outlines management practices leaders can use to respond to those workforce pressures.
Drawing on high-performing hotel teams, the playbook highlights simple practices leaders in any industry can adapt to strengthen culture, improve collaboration and support retention:
- Activating cross-functional “task forces” to accelerate learning and agility: Build cross-trained “surge” teams to support short-term peak periods, share knowledge quickly and strengthen a mentorship mindset where everyone teaches and learns.
- Creating intentional spaces and moments for connection and community: Design consistent touchpoints and shared spaces (physical or virtual) where teams connect, surface issues early and build relationships that improve day-to-day collaboration.
- Replace performative presence with real presence: Leaders spend structured time where work happens to coach in the moment, spot friction and build trust.
- Make AI learning intriguing, not frightening: Provide tools and training, then normalize “learning out loud” through bite-sized pilots, team demos and internal forums that turn anxiety into agency.
- Create your own holiday: Turn recognition into rituals and repeatable moments that reinforce purpose and belonging and encourage the behaviors you want to see more often.
Implications
The pressure on organizations to perform has never been higher, but neither have the expectations of their people. As AI reshapes roles, organizational charts continue to evolve and workloads increase, leaders must create cultures where people can perform at their best, learn new skills and benefit from each other. Hilton’s research makes clear that traditional culture investments like perks, policies or technology investments alone are no longer enough.
Workers are prioritizing human experiences and are making career decisions based on how well organizations deliver on those needs. Companies that fail to adapt risk missing out on high-potential talent, experiencing higher turnover, lower engagement and missed performance opportunities.
At the same time, Hilton’s report shows that change does not require massive transformation. Instead, culture can have a larger impact through small, intentional shifts in leadership behavior, such as being present, fostering connection, investing in development and reinforcing purpose. For business leaders, the implication is clear: creating a more hospitable, human-centered workplace is no longer optional, it’s a competitive advantage. Read the full report at stories.hilton.com/thehospitalitymindset.