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Apart from supporting employee development and wellbeing, the hotel group strives to work with its people to build a better world.
This article is brought to you by Shangri-La Group
“We must set out to do three things: To look after our hotel staff, to look after our guests, to look after our shareholders.”
– Robert Kuok, Founder, Shangri-La Group.
As the man who has defined Asian hospitality, as well as set new standards on luxury and what it means to be a host, the Founder's saying has revealed the key to Shangri-La Group being the “best-loved” hospitality group by customers as well as its people.
Staying true to its rich Asian heritage by blending the traditional and the contemporary, showcasing Asia's finest, from its colourful cultures to its culinary masterpieces, strengthening the ability to identify and anticipate customers’ needs, as well as innovating and enhancing the brand with ongoing passion – all contribute to the top-of-the-class experience the hotel group has been delivering to its guests. And this, has always started with its people.
Operating in the people-first business of hospitality, it is in the Group’s nature to look after its people, anticipate their needs, and care for them. By prioritising its people, the Group has been motivating them to deliver heartfelt hospitality to guests and create moments of joy that truly matter.
“Our culture of thoughtful service is embodied in our people as they engage and interact with customers and each other every day,” Hui Kuok, Chairman & Executive Director, Shangri-La Group, affirms. “They know instinctively what it means to delight our guests and to deliver hospitality from the heart. Not only are they motivated to give their best, but they also bring the Shangri-La magic to life.”
Amidst rapidly changing business, socio-economic, and workforce landscapes, and highly volatile workplace environments, addressing employees’ needs and challenges properly could help build strong ties and a sense of belonging, which eventually attract, develop, and retain the right talents.
At Shangri-La Group, one way to support its people is by developing them, which has been particularly important in the face of the global hospitality labour shortages post-pandemic. The Group has been committed to strengthening leadership at all levels, developing talent pipelines to close talent capability gaps, as well as bringing value to its people by realising their potential.
From a management trainee programme to equip young talents with functional and leadership knowledge and skills; various leadership development programmes for business leaders, operations leaders and emerging leaders; to Shangri-La Academy Curriculum across essential, functional and leadership capabilities – the Group aims to work together with its people to fulfil their professional aspirations during every step of their career.
Meanwhile, a formal acknowledgement channel has been introduced to recognise and extol colleagues who have demonstrated behaviours aligned with the Shangri-La culture in the workplace; robust data infrastructure and HR information systems have been built to enable better data-driven decision-making and enhance efficiency; complemented with the implementation of mental wellbeing initiatives to take care of employees’ health.
As a result of such efforts, Shangri-La Group has won five prestigious awards at this year’s HR Distinction Awards, namely for excellence in compensation & benefits, leadership development, learning & development, rewards & recognition, and workplace culture.
Recognising that today’s employees, however, are not only looking at their personal development and wellbeing, but also at achieving a greater self to contribute to a wider world, ESG and sustainability have become core pillars of Shangri-La Group’s strategy.
By using resources efficiently, empowering the team, supporting local communities and making a positive contribution to the planet, the Group’s goal is to invite everyone to experience the vibrant joys of life in a sustainable way, building a Shangri-La for all.
Its effort in doing good, proactively engaging, and providing sustainable support to every community it serves was exemplified by its social initiative to aid affected families in response to the devastating earthquake that struck Türkiye. Shangri-La employees across the Group have donated to the construction of 300 temporary homes, being a pioneering multinational corporation to provide sustainable relief and setting new benchmarks for other companies to join this humanitarian effort.
“Pioneering new horizons and setting new benchmarks is part of our vision’s statement as we continue to innovate and challenge the status quo,” Hui Kuok shares. “By encouraging teams to do things differently, we will be able to navigate our future, including addressing the future of work’s challenges.”
“We are proud of what we have achieved together, but we also know that there is more work to be done. We have a clear vision and strategy for the future, and we are confident that we can overcome any obstacles that may arise,” she adds.
“If people aspire to be a force behind the 'best-loved' hospitality group, guided by our beliefs and vision of pioneering new horizons and setting new benchmarks, we welcome them to find their Shangri-La with Shangri-La Group.”
Photos / Shangri-La Group
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