- Hilton: Human-centered factors drive productivity.
- Survey finds rising AI uncertainty and worker anxiety.
- Leaders should focus on direct engagement.
HUMAN-CENTERED FACTORS are the strongest drivers of productivity and workplace satisfaction, according to a study by Hilton Worldwide Holdings. Connection, trust and belonging matter more than traditional workplace perks.
Hilton’s new workforce study, “The Hospitality Mindset: A New Blueprint for Culture and Performance for Any Industry,” draws on research from Morning Consult and Ipsos and insights from hotel leaders to map how workplace expectations are shifting across industries.
Hybrid and AI-driven work environments are increasing feelings of isolation and reshaping expectations of leadership, the study found. Nearly 50 percent of early-career workers report feeling lonely at work, while 77 percent say they are more likely to stay when leaders build community.
“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. The companies that create that kind of culture will be the ones that attract talent, retain teams and outperform over time,” said Laura Fuentes, chief human resources officer at Hilton and head of Hilton Supply Management.
The survey also finds growing uncertainty around AI adoption, with more than half of workers expressing anxiety about its impact.
Trends reshaping the workplace
“Mutual mentorship” is replacing top-down learning, with 74 percent of workers valuing mentorship and 75 percent more likely to stay when leaders invest in development. The “Return to Opportunity” model reframes offices as spaces for collaboration, with 94 percent of workers saying office returns serve a purpose and 96 percent of Gen Z seeing value in in-person work.
The shift “from AI anxiety to AI agency” highlights the need for training and confidence-building, as 52 percent of workers feel anxious about AI while 62 percent expect job changes within three years. The “Chief Host Officer” approach emphasizes manager relationships, with 92 percent of employees linking manager quality to happiness and 50 percent citing feeling valued as a reason for staying.
“The Meaning Multiplier” shows that purpose, belonging and autonomy reinforce engagement, with 88 percent saying purpose influences career choices.
Leadership practices
Leaders are encouraged to replace performative presence with real presence by engaging directly where work happens. The report outlines “hospitality hacks” drawn from hotel operations. These include building cross-functional task forces to speed up learning and strengthen mentorship and creating spaces for connection to improve collaboration and trust.
It also recommends making AI learning accessible through small pilots and open forums that normalize experimentation. Recognition is reframed as a ritual through recurring moments of appreciation that reinforce purpose and belonging.
The findings suggest that workplace investments such as perks or policy changes are no longer sufficient to retain talent. Employees are making career decisions based on relationships, meaning and growth opportunities. Companies that fail to respond risk higher turnover, lower engagement and weaker performance outcomes.
The report adds that transformation does not require large-scale restructuring. Small, consistent leadership behaviors such as mentoring, fostering connection and reinforcing purpose can strengthen workplace culture.
Human-centered leadership is becoming a competitive advantage as organizations adapt to AI-driven change and evolving employee expectations, the study says.
A separate study by Amadeus finds that generating qualified leads and differentiating in a competitive market are the top challenges facing hotel and venue sales teams worldwide in 2026. As planners consider more options, response speed plays a greater role in purchasing decisions.
