As a global leader in hospitality, Hyatt knows that diversity & inclusion significantly enhances the quality of products and services we provide to our guests and colleagues. We value and encourage diverse viewpoints and leverage them to guide and outperform the competition.
As an organization, we provide authentic hospitality by making a difference in the lives of the people we touch every day. To care for people so they can be their best.
Hyatt builds and sustains a culture where everyone is embraced and valued for who they are so they can be their best. This enables Hyatt to provide authentic hospitality that cares for and engages every guest and every colleague.
We believe the more globally inclusive we are, in terms of culture, race, ethnic origin, gender, sexual orientation, age, abilities, perspectives and styles of thinking, the stronger, more culturally invested and valued Hyatt will be globally as we continue to care for people to be their best.
People are the Key Driver
- For our workforce, we recruit, retain and develop high performing, talented and engaged colleagues with diverse backgrounds and perspectives.
- In our workplace, we educate, advocate and communicate in order to foster an inclusive, engaging culture and work environment.
- In the marketplace, we’re the preferred global brand in markets we serve by building valued partnerships with our diverse customers, suppliers, investors, shareholders, and developers.
Vision, Mission, Business Relevance & Approach
By embedding the Diversity & Inclusion strategy into the global business strategy, we continue to leverage and maintain strong leadership support, a compelling business relevance and action plans that lead to attraction, engagement, retention and advancement for colleagues.
With continued efforts of Diversity & Inclusion embed into talent acquisition, benefits, communications, leadership, performance management, workforce planning, and other ongoing HR processes. Through this, we create a sustainable strategy that points the way for Diversity & Inclusion to add value to the business, talent, operational strategies and objectives.
Path to Cross Cultural Competence
Diversity is the “mix” of differences
Diversity without inclusion leads to conflict. Inclusion without diversity may create harmony, but since everyone is alike, the organization will not be able to reach its full creative or innovative potential.
Inclusion is “making the mix work”
Inclusion creates a work environment in which all employees feel valued and cared for because of the different attributes they bring. Therefore, they are motivated and have opportunities to achieve their fullest towards business goals.
Cultural Competence is the skills needed to achieve inclusion
Focusing on both Diversity & Inclusion will help Hyatt have a business advantage. Starting with tolerance and sensitivity and developing to full cross cultural competence, employees gain the ability to discern and take into account one’s own and others’ world views with empathy to be able to seize opportunities, make decisions and resolve conflicts in ways that optimize cultural differences for better, longer lasting, and more creative solutions and to outperform the competition.
Commitment to Our Framework
Put simply, companies that make diversity and inclusion an essential part of their business strategy are able to continually improve performance, productivity and customer satisfaction in the local and global marketplaces. Our D&I Framework is not only good for building our business in the local community; it’s also good for our global bottom line.
Approximately 20 years ago, Hyatt began building a comprehensive plan to advance diversity and inclusion as a core value of our U.S. operations. The effort expanded and grew, eventually becoming a key part of our identity as a growing global company, something that has been recognized through the years with countless awards and accolades.
We challenged our leaders at all levels to lead by example by strengthening their understanding of diversity and inclusion through training, recruiting and following best practices. We held managers accountable to make sure they were continually advancing our goals, as well as bringing our employees, guests, suppliers and developers into the fold.
Now Hyatt is rolling these efforts into a fully realized framework for our company worldwide.