In the article, Fortune 100 Best Companies to Work For 2025, by Great Place to Work, we are introduced to the leading organizations in our country who demonstrate what excellence in workplace culture and employee satisfaction looks like in the modern age. To know surprise, many of the top companies on this year’s list were hospitality companies themselves, proving how strong HR practices can directly impact both employee satisfaction and overall success of the company. Unlike the drama we see unfold in hospitality on TV, companies like Hilton, Marriott International, and The Breakers Palm Beach, are standing out for creating people-first workplace cultures that create ripples in the world of HR Management.
Over at the distinguished hotel chain of luxury and leisure, Hilton establishes rapport in the #1 spot by creating a people-first culture that prioritizes connection and employee engagement. Employees at Hilton talk a lot about teamwork and diversity, which reflects a strong focus on inclusion and engagement within the workplace. This connects to what we’ve learned about how HR practices shape employee attitudes and performance. Similarly over at Marriott International, a slightly different approach is taken by emphasizing internal promotions and long-term growth, showing how important training and development are for retention and personal excellence. At The Breakers Palm Beach, employees describe more of a “family” environment and a good work-life balance, which highlights the importance of supporting each and every employee’s well-being.
Emphasis on employee-first culture is supported in the article, First, Break All the Rules, where great managers focus on people’s strengths and make employees feel valued in order to build a strong backbone to support all other operations within a company (Buckingham & Coffman, 2016). Over at Google’s Project Oxygen, we tap into something similar, highlighting that good management (like the the golden rules of clear communication and company support) actually improves performance and overall well-being… shocker (Garvin, 2013). All three companies seem to apply these ideas by building trust and investing in their people in both the short and long-term.
Whether a future manager, associate, or common employee I want to add to a work environment where people feel supported, motivated, and able to grow. HR tools like training, performance feedback, and open communication will be extremely important in making that happen, with an exception that it is done right. I think the hardest part of this concept will be balancing results with employee well-being. Being able to do both effectively is what separates average managers from great ones, and it’s something I want to continue improving on and integrating as I learn more about the subject (Breitfelder & Dowling, 2008).