Building a Strong Employer Value Proposition

The Sustainable Value Map 🌎 This framework developed by Deloitte provides a great way of rethinking how businesses create value in a sustainable and inclusive way. For decades shareholder value dominated as the main lens of corporate success. This focus helped drive growth but often left out critical economic, social and environmental considerations. The Sustainable Value Map expands the conversation. It builds on the original Enterprise Value Map and applies it to a broader set of stakeholders beyond investors. At its core the Sustainable Value Map recognizes that employees, customers, society and the environment all provide essential resources that businesses rely on to operate. The framework is structured around four dimensions shareholder value, employee value, customer social public value and environmental value. For employees the map highlights the importance of fair pay, equity, belonging and opportunities for development as critical drivers of productivity and engagement. For customers and society it emphasizes quality, safety, accessibility and trust alongside innovation and compliance with social expectations. For the environment it brings attention to natural capital, resource efficiency, biodiversity and climate resilience as factors increasingly material to business continuity. The Sustainable Value Map uses a return on investment logic asking what stakeholders provide in resources and what they receive in return. This helps balance benefits, costs and long term dependencies. It shows how value creation for one group can reinforce or undermine value for another encouraging leaders to manage trade offs with clarity. By integrating this into capital budgeting and performance management companies can align strategy decision making and reporting with a multi stakeholder view. The Sustainable Value Map offers leaders a practical tool to transition from short term shareholder primacy to sustainable long term value creation for all. Source: Deloitte #sustainability #business #sustainable #esg

In some ways, the movement to increase diversity, equity and inclusion has sought to create a new social contract between employees and employers based on valuing humans, not capital. And while the term “DEI” is under attack, the work continues to build workplaces where outcomes and human thriving rise together. This article reminds us that focusing on the employee value proposition can lead to these better outcomes. As the terms “inclusion” and “diversity” come under attack, this framework might offer other ways to explore the original intention behind the terms. As defined by Professors Amy Edmondson and Mark Mortensen, the Employee Value Proposition includes: ✔️ Material offerings ✔️ Opportunities to develop and grow  ✔️ Connection and community  ✔️ Meaning and purpose Mortensen and Edmondson point to the complexity of these factors. Some are long-term and others, short-term; collective and individual. As leaders create organizations that attract, retain and promote talent to deliver organizational outcomes, they can use these levers to deliver their intentions. As the researchers remind us, “Studies have highlighted the perils of focusing too much on material offerings.” Thus, as we seek ways to continue our work to create inclusive organizations, this framework can help. I like all of their definitions, and I find their definition of Connection and Community a core part of my work: “Connection and Community are the benefits that come from being part of a larger group. They include being appreciated and valued for who you are, a sense of mutual accountability, and social relationships. Their foundation is an energizing culture that allows people to express themselves candidly and engenders a sense of belonging.” We often think that inclusion means things are easier. This definition reminds us that with diverse teams, creating space for those different approaches and experiences to contribute to the team’s work is essential for team success. As we navigate uncertain times, frameworks for moving forward can facilitate our continued work. Onward! Article published in Harvard Business Review #workplace #inclusion

Are We Truly Ready for Sustainable People-Driven Organizations? A few months ago, I had the incredible opportunity to sit down with Gagandeep Bhullar, Founder of SuperHumanRace, and our conversation was eye-opening. Introduced to me a few years ago by a common friend, Ashok Pamidi, Gagan and her team are revolutionizing the way we measure 'good' across business, community, and citizen impact. As we spoke, it became clear that when businesses discuss sustainability, their perspectives could be more cohesive. Each department focuses on immediate needs rather than a unified, forward-thinking approach. But to truly drive change, we must reimagine our practices entirely, especially when it comes to sustainable people practices. This conversation left me thinking about what we can do differently. Here are a few ideas to get started: 𝐄𝐦𝐛𝐞𝐝 𝐒𝐮𝐬𝐭𝐚𝐢𝐧𝐚𝐛𝐢𝐥𝐢𝐭𝐲 𝐢𝐧 𝐑𝐨𝐥𝐞𝐬: Encourage every employee to incorporate sustainable practices into their daily tasks. Whether it's reducing waste, optimizing resource use, or engaging in community projects, sustainability should be a part of everyone's job description. This needs to be more intentional. 𝐅𝐨𝐬𝐭𝐞𝐫 𝐋𝐢𝐟𝐞𝐥𝐨𝐧𝐠 𝐋𝐞𝐚𝐫𝐧𝐢𝐧𝐠: Foster a culture of lifelong learning with a focus on sustainability. Offer training programs and workshops that educate employees on sustainable practices and how they can apply these in their roles. 𝐄𝐦𝐛𝐫𝐚𝐜𝐞 𝐅𝐥𝐞𝐱𝐢𝐛𝐥𝐞 𝐖𝐨𝐫𝐤-𝐋𝐢𝐟𝐞 𝐁𝐚𝐥𝐚𝐧𝐜𝐞 This is the most debated topic of the day. With most organizations mandating a return to work, suggesting flexible work arrangements that promote a healthy work-life balance might raise eyebrows. However, remote work, flexible hours, and wellness programs not only support employee well-being but also reduce the carbon footprint associated with commuting. 𝐂𝐡𝐚𝐦𝐩𝐢𝐨𝐧 𝐃&𝐈 Build teams that reflect diverse backgrounds and perspectives. An inclusive workplace is more innovative and better equipped to solve sustainability challenges creatively and effectively. 𝐓𝐫𝐚𝐜𝐤 𝐚𝐧𝐝 𝐑𝐞𝐰𝐚𝐫𝐝 𝐒𝐮𝐬𝐭𝐚𝐢𝐧𝐚𝐛𝐢𝐥𝐢𝐭𝐲 Implement metrics to track sustainable practices and recognize employees who contribute to sustainability goals. Celebrating these efforts can motivate others and embed sustainability deeper into the company culture. Thank you, Gagan, and the entire SuperHuman Race team for the rock-solid work you're doing. Your dedication to measuring and promoting 'good' across all facets of business is truly inspiring. Let's challenge ourselves to think beyond immediate needs and adopt sustainable people practices that will shape a better future. Which of these people practices are you following at an individual level or within your organization? Share your thoughts in the comments. If you liked this, click on the 🔔 to get more inspiring stories. #sustainableLeadership #PeopleDrivenChange #FutureOfWork #SustainabilityInBusiness #InnovativePractices

Our employee retentions rates were increasing and disruptions in operations causing loss of revenue. Then we brainstormed and came up with a plan to reverse the situation. Here are 3 strategies that helped me to manage to reduce the labor cost by 10% while reducing the employee turnover rates 𝟭️. 𝗖𝘂𝗹𝘁𝗶𝘃𝗮𝘁𝗲 𝗮 𝗣𝗲𝗼𝗽𝗹𝗲-𝗙𝗶𝗿𝘀𝘁 𝗖𝘂𝗹𝘁𝘂𝗿𝗲 In hospitality, employees are at the core of success. A positive, supportive workplace culture is more than a perk—it’s a magnet for top talent. - Celebrate wins (big and small) - Empower teams with autonomy and trust - Foster an inclusive environment where every voice matters When employees feel valued, they become your best ambassadors. 𝟮️. 𝗜𝗻𝘃𝗲𝘀𝘁 𝗶𝗻 𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴 & 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 Gone are the days when jobs were just jobs. Talented professionals want growth opportunities. Offer: - Continuous training programs - Clear career advancement paths - Mentorship opportunities When people see a future with you, they’ll want to stay. 𝟯️. 𝗢𝗳𝗳𝗲𝗿 𝗖𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗶𝘃𝗲 𝗖𝗼𝗺𝗽𝗲𝗻𝘀𝗮𝘁𝗶𝗼𝗻 & 𝗣𝗲𝗿𝗸𝘀 Compensation isn’t just about salary—it’s about creating a package that resonates with candidates’ needs. Think beyond pay: - Health and wellness benefits - Paid time off and flexible schedules - Discounts on hospitality services Show that you understand and support work-life balance. Attracting top talent starts with being a top employer. Build an environment where employees can thrive, and the best people will seek you out. What strategies have worked for you in attracting and retaining hospitality talent?

The hospitality industry continues to evolve rapidly, and the leaders who will thrive are those who embrace change while staying rooted in core values. As we look to the future, here’s what I believe will define successful leadership in our field: Adaptive Leadership The industry is constantly shifting—from advances in AI to evolving guest expectations. Adaptive leaders must navigate these changes with agility, fostering resilience in their teams while leveraging innovation to enhance guest experiences. The challenge lies in balancing digital advancements with the human touch that has always defined our industry. Inclusion as a Cornerstone The best hospitality experiences are built on the foundations of inclusion. Great leaders actively listen to diverse perspectives, build teams that reflect the richness of the world we serve, and ensure every voice feels valued. Inclusion is more than a value—it’s about fostering environments where everyone, from team members to guests, feels a true sense of belonging. As we prepare for 2025, the keys to success will be resilience, innovation, empathy, and intentional care. The future of leadership calls for those who are not only ready to adapt but also inspire teams to create spaces where everyone feels welcome. Let’s rise to the challenge and shape the future of our industry together. #Hospitality #Inclusion #AdaptiveLeadership #Innovation #FutureofHospitality

True inclusion isn’t a box to tick—it’s a business advantage. The conversation around ED&I has moved beyond compliance. It’s about creating workplaces where everyone can thrive. At Suade, we built DEI into our foundation from the very start. One of our earliest decisions was to introduce comprehensive parental leave policies, even when we were a young company with limited resources. It was a significant upfront investment, but we knew that supporting people at every stage of life leads to stronger businesses. We’re proud to be featured in the World Economic Forum’s latest report, recognising how companies that embed DEI into their business models early on set themselves up for long-term success. Too often, start-ups view DEI as something to address later—but the reality is that building an inclusive culture from day one creates a resilient, high-performing team. For companies at any stage of growth, structural change matters—from pay equity reviews to transparent hiring and promotion processes. These aren’t just “nice to have” policies; they’re the foundation of a strong, sustainable business. It's definitely worth reading the full report - adding the link here!

Most hotels obsess over the guest experience… but they ignore the people who make it possible. We often talk about "delighting the guest," crafting memorable moments, and delivering flawless service. But the truth is, the magic starts long before a guest even arrives. It begins with the people who bring that experience to life every day....your team. I’ve observed it countless times: a staff member who feels seen, valued, and supported naturally radiates warmth. Their energy is contagious. It’s reflected in every smile, every interaction, every detail that a guest notices.....often unconsciously. Conversely, if your team feels uncertain, overburdened, or disconnected, no amount of training or SOPs can fully compensate. The tension subtly translates into the experience. Guests may not notice why something feels off, but they feel it nonetheless. That’s why leadership in hospitality and in any people focused industry.....cannot be only operational. It must be emotional, relational, and human-first. It’s about creating psychological safety, offering clarity in times of change, and giving your team the tools and confidence to excel without fear. The staff experience isn’t just about perks or recognition (though those matter). It’s about trust, empowerment, and alignment. When people know their contributions matter, when they feel emotionally secure, they don’t just perform.....they lead from their station, anticipating needs, solving problems, and elevating the guest experience naturally. I often reflect on this when supporting teams during transitions. Even small gestures.....an honest conversation, listening without judgment, acknowledging effort....ripple outward into tangible guest delight. The best organizations I’ve seen treat their staff experience as an investment in the guest journey, not a separate initiative. When leaders prioritize care for their people, excellence follows. It’s a simple principle, but one that’s too often overlooked. So, the next time we strategize for guest satisfaction, let’s ask ourselves: Are we truly investing in the people who make it possible? Because the guest experience is only as strong as the staff experience behind it.

This video is a simple moment — but it reflects a powerful truth about our industry. In hospitality, a hotel does not operate because one person “acts like the boss.” It operates because a team chooses to move together, support one another, and stay committed to delivering excellence even on the busiest, most demanding days. When the pressure rises — during full occupancy, sudden room movements, VIP arrivals, audits, events, and endless guest requests — it becomes clear who the real leaders are. They are the ones who step forward, not away. The ones who guide with humility, not ego. The ones who roll up their sleeves, walk the floor, and work alongside the team to ensure every guest feels valued. There is no space for politics, silos, or theatrics in hospitality. What we need are hands-on leaders who understand the rhythm of operations, respect the challenges on the ground, and build a culture where no task is “someone else’s job.” Hospitality at its core is human. It is emotional work — requiring empathy, patience, consistency, and genuine care. And the teams that excel are the ones supported by leaders who show up, stay present, and lead by example. At the end of the day, guests do not see our job titles. They see our teamwork. They feel our sincerity. They remember how we made them feel. Service excellence is not created by authority. It is created by people with heart — working together with purpose. #HospitalityLeadership #Teamwork #LeadByExample #HotelOperations #ServiceExcellence #GuestExperience #WorkCulture #HotelLife #LeadershipWithHeart Malaysian Association Of Hotels

I am standing in one of the GRT hotels lobby and seeing how the staff are genuinely making the guests smile with every interaction! It makes me think .. The One Leadership Quality That AI Can’t Replace in Hospitality AI is transforming hospitality—self-check-ins, chatbot concierges, and even robotic room service. But despite all this, there’s one leadership quality AI will never replace: Human Connection. Why? Because Hospitality Isn’t Just a Transaction—It’s an Emotion. A study by PwC found that 73% of customers say the human touch is crucial to their brand loyalty. Yet, 59% feel businesses are losing this personal connection in the rush to digitize. In hospitality, guests don’t remember the speed of check-in—they remember how they felt. Was there warmth in the welcome? Did someone notice their preferences? Did a team member go the extra mile when they needed help? The Leadership Qualities AI Can’t Replace 🤝 Emotional Intelligence: AI can analyze guest preferences, but it can’t read emotions in real-time, sense discomfort, or offer genuine empathy. A great leader knows when a guest or employee needs support—without being told. 💡 Creativity in Service: AI works within algorithms. Hospitality leaders think outside the box. They create unexpected experiences—a chef crafting a special off-menu dish, a concierge arranging a surprise, a housekeeper leaving a heartfelt note. ❤️ The Power of Storytelling & Human Moments: Luxury isn’t about marble floors—it’s about human connections. No AI can replicate the emotional impact of a hotel team member who stays up all night comforting a distressed traveler or an employee who personally walks an elderly guest to their room. The Perfect Balance: AI + Human Leadership AI will make hospitality smarter, faster, and more efficient—but leaders must ensure it never replaces the soul of service. ✅ Use AI for efficiency, but let people drive warmth and personalization. ✅ Let data help predict guest preferences, but train teams to create magic beyond the algorithm. ✅ Automate tasks, but empower leaders to foster real human moments. What Do You Think? Can AI ever replace the magic of human connection in hospitality leadership? Or is there something timeless about a warm smile, a thoughtful gesture, and a leader who truly cares? Would love to hear your thoughts! 👇

Stop treating your Employee Value Prop like a tagline. Start using it to galvanize your entire workforce. Most companies say they have an EVP. Few know what to do with it. It’s not about career site copy or rebranded onboarding kits. A real Employee Value Proposition unlocks momentum, the kind that aligns 5,000 (or 80,000+) people around a shared purpose. I learned this firsthand leading culture transformation at one of the largest healthcare employers in the U.S. Here’s the truth: If your EVP lives in HR, you’ve already lost. It’s not a talent tool. It’s a business accelerator. The organization had scaled through acquisition. That meant fragmented cultures, legacy systems, and a “one company” message that didn’t match reality. Corporate strategy called for innovation and next-level care. But the culture wasn’t built for it - yet. So we started with the people. Thousands of conversations, not just surveys. We asked: What connects you to your work? What keeps you proud? We found a unifying force: the collective drive to deliver incredible care. That became our EVP. But the transformation came when we operationalized it. We built outcome-based pillars, not just values, but decision lenses. Not words on posters. Tools for action. They became: Hiring guides (we trained recruiters to assess for alignment, not just skills) Onboarding narratives Manager scorecards Performance criteria Bonus frameworks (yes, compensation tied to culture outcomes) Every function, not just HR used the EVP to guide decisions. It became the organization’s GPS. And we didn’t do it alone. We partnered with outsiders - not consultants, but provocateurs. People who pushed us beyond industry norms. Who asked the uncomfortable questions. Who helped us stop designing for now and start designing for what’s next. One of those partners now runs a venture called Fauna, a testament to what bold collaboration can spark. Here’s what I’ve learned: If your EVP isn’t designed to: 🔹 Align culture and strategy 🔹 Focus every team around shared outcomes 🔹 Make performance part of your values …then you’re missing the point. This isn’t about launching an internal brand. It’s about building a culture system that accelerates your business and turns people into believers. So ask yourself: → Does your EVP live in a slide deck… or in daily decisions? → Are your values just wall art… or linked to pay and performance? → Did HR build your EVP… or did the whole business? An EVP buried in HR is a missed opportunity. An EVP wired into your operating model? That’s how real transformation sticks.