Leading across borders: How Hilton adapted a winning culture to 50 European countries

in luckTop 100 companies to work for – Europe 2025 listHilton has been named a Best Workplace in Austria, France, Italy, Switzerland and the Netherlands. In Austria, it held this place for four consecutive years, Italy and Switzerland for three years, and the Netherlands for two years.

Part of this is the widespread success the employer has come from with a comprehensive array of structured employee benefits and support programs. Team members anywhere in the world have access to Thrive at Hilton and the Care for All Center, which provides mental health, physical health and caregiving resources.

In times of emergency or hardship, the Team Member Assistance Fund provides financial assistance. Then there’s Go Hilton, which offers discounted room rates and exclusive perks for themselves and their families, and Care Concierge, through which parents and caregivers benefit from an enhanced family vacation.

“As guests experience our hospitality every day at Hilton properties around the world, that same spirit of care is how we support our Team Members who bring that hospitality to life,” says David Kelley, Hilton’s senior vice president of Europe.

Providing the same employee offer doesn’t mean a company can copy and paste its culture into different communities; However, this is a challenge for any multinational startup.

For example, a company that prides itself on a culture of extreme candor and intense disagreement — such as General Electric, which Jack Welch founded in the 1980s and 1990s — should not assume that the same would happen if it opened an office in a country where indirect communication is the norm and courtesy is sacrosanct.

For Kelly, adapting Hilton’s business culture across many diverse national cultures begins with knowing what is non-negotiable and transcends boundaries: the company’s core values ​​(in classic style, these form an acronym: hospitality, integrity, leadership, teamwork, ownership, and NOW, which denote a sense of urgency and discipline).

“As guests experience our hospitality every day at Hilton properties around the world, that same spirit of care is how we support our team members who bring that hospitality to life.”David Kelly, Hilton’s senior vice president of continental Europe

Then, it’s about recognizing other cultural differences in the markets you operate in, and adapting where appropriate – a process shaped primarily by employee feedback.

For example, Kelly says the company measures the effectiveness of its programs and overall team member experience through employee surveys and resource kits. “Feedback from a diverse range of voices and perspectives ensures that presentations are relevant and transparent,” he adds.

This often results in benefits and wellbeing initiatives being tailored by country to ensure accessibility and impact in the local context. This could be something as simple as ensuring that sponsorship resources for everyone are available in every language, by tailoring the charitable partners the company works with.

For people with disabilities or learning differences, for example, Hilton works with the Down Syndrome Association and Aurora Foxes in the UK, and PizzAut in Italy, to create training and employment pathways at Hilton and in the hospitality industry.

“We strive to reflect the local communities in which we work and empower local leaders and partners to emerge authentically while remaining true to our values,” says Kelly.

To support people in their careers and help bridge cultural gaps, Hilton also has a variety of training programs designed to support every role, from front-line employees to management, complemented by coaching and mentoring.

“One initiative developed in Europe that we are particularly proud of is the Team Member Exchange Programme, which provides two-week hosted exchanges focused on learning and knowledge sharing,” says Kelly.

The program gives team members the opportunity to experience different roles, characteristics and cultures first-hand, building skills and strengthening connections across the region and, in the process, strengthening cross-cultural connections in the company.

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