Exclusive Interview | Sheetal Chadha, Senior Manager, People & Culture, South Asia, Radisson Hotel Group
/“What truly excites me about People & Culture is the ability to shape careers, nurture potential, and instill a sense of purpose within individuals.”
With your extensive experience in human resources, what inspired you to pursue a career in People & Culture within the hospitality industry?
My journey into People & Culture within the hospitality industry was driven by a profound passion for understanding people, fostering connections, and building inclusive work environments. Hospitality, as an industry, is all about creating exceptional experiences—for both guests and employees—and I believe that the foundation of those experiences lies in the people behind the scenes. Throughout my leadership roles in prominent RHG properties like Radisson Blu Faridabad and now at the corporate office in Gurgaon, I have witnessed firsthand the transformative power of a motivated and engaged workforce. It’s inspiring to see how the right talent strategies can create a ripple effect—driving team cohesion, elevating guest satisfaction, and ultimately, contributing to the organization’s success.
What truly excites me about People & Culture is the ability to shape careers, nurture potential, and instill a sense of purpose within individuals. In a dynamic industry like hospitality, where every day presents new challenges, having the privilege to support and develop the human capital that drives innovation and service excellence is incredibly fulfilling. Additionally, the hospitality sector thrives on diversity and inclusivity, and being able to design and implement initiatives that celebrate individuality while uniting teams under a shared vision is something that inspires me every day. It’s not just a career for me; it’s a calling to contribute to an industry that thrives on human connection and meaningful relationships.
You’ve held leadership roles at Radisson Blu Faridabad and other renowned brands. What have been the most transformative moments in your career so far?
My journey in the hospitality industry has been enriched with several transformative moments, but two stand out prominently in shaping my professional growth.
The first was my tenure at Radisson Blu Faridabad, where I held a leadership position and had the privilege of implementing innovative HR initiatives tailored to a property-specific environment. This experience was transformative as it allowed me to deeply understand the unique dynamics of managing people in a fast-paced, guest-focused setting. From enhancing employee engagement to streamlining talent acquisition, I witnessed how human capital drives operational excellence and builds a brand’s reputation.
The second pivotal moment was transitioning from Radisson Blu Faridabad to the RHG corporate office in Gurgaon. This shift expanded my perspective exponentially as I began working with HR leaders from across the country. Collaborating with diverse teams representing different regions and cultural contexts has been a profound learning experience. It broadened my understanding of PAN-India HR strategies, best practices, and challenges, and it reinforced the importance of aligning global brand values with local needs.
One of the most rewarding aspects of this journey has been the opportunity to learn from some of the finest HR leaders in the industry. Their insights, experiences, and innovative approaches have not only inspired me but also encouraged me to continuously evolve as a People & Culture professional.
These moments have been transformative because they taught me that leadership is not just about guiding others but also about being open to learning, adapting, and growing alongside them. They have instilled in me a deep sense of purpose and reinforced my belief in the power of human connection to drive organizational success.
How do you stay motivated and continue to innovate in a field as dynamic and people-centric as human resources?
For me, staying motivated and driving innovation in the dynamic, people-centric field of human resources comes down to three core pillars: purpose, curiosity, and connection. First, my purpose is deeply rooted in the belief that people are the heart of any organization. The opportunity to create meaningful employee experiences, foster growth, and drive cultural transformation fuels my passion every day. Knowing that my work can shape careers and enhance lives keeps me inspired to bring my best self to the table.
Second, curiosity plays a vital role. I make it a point to stay ahead of industry trends, whether it’s embracing technology like AI-driven talent analytics, adopting hybrid workforce models, or reimagining employee well-being programs. I believe innovation stems from the willingness to explore uncharted territories and ask, "What’s next?" I also draw inspiration from other industries, finding creative solutions that can be adapted to the hospitality sector.
Finally, human connection is my greatest motivator. Whether it’s engaging with team members at the property level or collaborating with HR leaders across the country, every interaction offers a unique perspective and a chance to learn. These connections remind me why I chose this profession: to create environments where people thrive, contribute, and feel valued.
To innovate, I focus on co-creating with my teams—empowering them to think outside the box and push boundaries. Together, we’ve embraced initiatives like personalized career development programs and digital-first employee engagement strategies. This collective approach ensures that innovation is sustainable and inclusive. Ultimately, motivation and innovation come naturally when you are driven by purpose, fueled by curiosity, and grounded in meaningful connections. These elements enable me to not only adapt to the evolving needs of our industry but also proactively shape its future.
What lessons have you learned about managing employee engagement and morale in the ever-demanding hospitality industry?
Managing employee engagement and morale in the ever-demanding hospitality industry has taught me the profound importance of empathy, communication, and empowerment. This field thrives on human connection, and a motivated team is the backbone of exceptional guest experiences. I’ve learned that engagement begins with truly understanding what drives and fulfills individuals at every level. Open communication channels, where employees feel heard and valued, create a culture of trust and belonging. Recognizing and celebrating achievements, no matter how small, fosters a sense of purpose and pride. Additionally, providing opportunities for growth and development not only enhances skills but also signals that the organization is invested in their future.
I’ve also come to understand that morale is deeply influenced by how challenges are managed—during demanding periods, a supportive environment and transparent leadership go a long way in keeping spirits high. Ultimately, the lesson is clear: engaged and happy employees lead to happy guests, and the key lies in consistently nurturing their well- being, aspirations, and contributions.
What strategies have you implemented at Radisson Hotel Group to enhance employee satisfaction and retention?
At Radisson Hotel Group, we have implemented several forward-thinking strategies to enhance employee satisfaction and retention, focusing on creating a positive work environment and fostering growth opportunities. A key initiative has been the development of personalized career paths through structured training programs and leadership development, ensuring employees see a clear trajectory for their growth within the organization.
We’ve also introduced incentive-driven programs that recognize and reward performance, such as acknowledgment of exceptional efforts in guest service and operational excellence. These initiatives not only boost morale but also encourage a culture of recognition and appreciation.
Additionally, we prioritize employee well-being through wellness initiatives, fostering open communication channels for feedback, and cultivating a supportive and inclusive workplace culture. By addressing individual needs and aspirations, these strategies have helped us build a loyal, motivated team that drives our success in a competitive industry.
How do you address the unique challenges of managing a diverse workforce in the hospitality sector?
Managing a diverse workforce in the hospitality sector is both a challenge and an opportunity to create a thriving, inclusive environment. At its core, addressing this requires fostering a culture of respect, understanding, and adaptability. I prioritize open communication and active listening to ensure every team member feels heard and valued, regardless of their background or role.
Regular cultural sensitivity training sessions equip employees to collaborate effectively and appreciate the diverse perspectives within the team, which in turn enhances guest interactions.
Providing equitable growth opportunities is another key focus—transparent processes for promotions, skill-building programs, and mentorship initiatives ensure every employee has the chance to excel. Flexibility in management styles also plays a significant role, as different cultures and individuals often respond best to tailored approaches.
Ultimately, diversity is a strength that drives innovation, creativity, and better problem-solving. By embracing it, we not only overcome challenges but also create an energized, collaborative workforce that delivers exceptional hospitality experiences.
What role does employee well-being play in your People & Culture strategy, and how has this evolved over the years?
Employee well-being has always been a cornerstone of our People & Culture strategy, but its importance has grown exponentially in recent years. In today’s demanding and fast-paced hospitality environment, well-being is no longer a nice-to-have—it’s a necessity. Our approach focuses on fostering a workplace where employees feel physically, emotionally, and professionally supported.
Initially, our well-being programs centered around basics like health benefits, annual check-ups, and workplace safety. However, over time, these initiatives have evolved into more holistic strategies. Post-pandemic, we’ve prioritized mental health support through counseling services, mindfulness workshops, and stress management programs, recognizing the unique pressures our teams face daily.
We’ve also introduced flexible work arrangements and wellness initiatives like fitness challenges, healthy dining options for staff, and opportunities for personal growth through training and upskilling. By integrating well-being into the organizational culture, we’ve seen improvements in engagement, productivity, and retention. A happy, healthy workforce is the backbone of exceptional guest service, and our evolving focus on well-being ensures we continue to attract, retain, and nurture the best talent in the industry.
You’ve been recognized for your expertise in team building and HR policies. Can you share a specific initiative that had a significant impact on your team or organization?
One of the most impactful initiatives I introduced was the Extra Pay for Extra Work program at Radisson Blu Faridabad. This initiative aimed to reward employees who went above and beyond their regular duties by compensating them for their extra efforts. The program not only boosted morale but also instilled a sense of fairness and motivation among the team.
This approach led to a noticeable improvement in employee productivity and engagement, with a 20% increase in task efficiency over a six-month period. It also significantly contributed to reducing attrition, as employees felt their hard work was both recognized and rewarded.
By aligning employee rewards with performance, we created a culture of accountability and appreciation, driving not only individual growth but also the overall success of the organization.
This initiative underscored the importance of valuing people as our greatest asset and reinforced our commitment to fostering a positive and supportive work environment.
With technology transforming workplaces, how do you leverage HR tech to streamline operations and improve employee experiences?
Technology has become an indispensable tool in modern HR management, enabling us to streamline operations and enhance employee experiences. I leverage HR tech by implementing integrated platforms that manage recruitment, onboarding, payroll, and performance evaluations seamlessly. These systems reduce manual errors, improve efficiency, and allow HR teams to focus on strategic initiatives rather than administrative tasks.
One of the key ways I’ve used technology is by adopting AI-driven tools for talent acquisition. These tools help identify the best candidates faster, ensuring a smoother hiring process and a better match for organizational culture. Additionally, employee engagement platforms have been instrumental in gathering real-time feedback, analyzing sentiment, and addressing concerns promptly, fostering a more transparent and inclusive workplace.
For employee development, I use Learning Management Systems (LMS) to deliver personalized training programs, enabling staff to upskill at their own pace. Gamification elements in these systems further boost participation and engagement.
By leveraging technology, we not only streamline HR operations but also create an environment where employees feel empowered, valued, and supported, ultimately driving both satisfaction and productivity.
Looking ahead, what are your goals for People & Culture at Radisson Hotel Group, and how do you plan to drive organizational excellence?
As a part of People & Culture team at Radisson Hotel Group, my goal is to foster a culture of inclusivity, engagement, and continuous growth, ensuring that our team members feel valued, empowered, and motivated to deliver exceptional guest experiences. I plan to drive organizational excellence by implementing targeted training programs that focus on leadership development, enhancing employee well-being, and creating clear career progression pathways.
By promoting open communication, recognizing outstanding contributions, and fostering a work environment that embraces diversity and collaboration, I will strive to elevate our people practices, driving not only business performance but also ensuring Radisson remains an employer of choice in the hospitality industry
