In an industry marked by long hours, high stress, and constant customer interaction, creating a sustainable and inclusive workplace culture is essential, especially for frontline hospitality staff. IHG Hotels & Resorts is leading the way with a people-first approach that prioritises work-life balance, equity, and development. Their strategies focus not just on policy but on transforming daily experiences, whether through inclusive back-of-house environments or real-time feedback channels that empower every voice.

We speak with Deepali Bhardwaj, Regional Human Resources Director at IHG Hotels & Resorts, to understand her vision for inclusive leadership and long-term talent development. Deepali has played a key role in embedding IHG’s DEI philosophy into every layer of the employee experience. 

Here are a few excerpts from our conversation:

Given that nearly 70% of hospitality employees report elevated workplace stress due to factors like unpredictable hours and demanding workloads, how can organisations in this sector implement effective strategies to promote genuine work-life balance, particularly for frontline staff?

At IHG, we firmly believe that the employee experience is just as important as the guest experience. We understand the demands of hospitality, particularly for our frontline colleagues, which is why we’ve introduced meaningful policies designed to support their well-being and long-term engagement.

One such initiative is the implementation of the Five-Day Work Week, now adopted by the majority of our hotels across Southeast Asia. This approach promotes more balanced schedules and contributes to a healthier work environment.

In addition, we’ve built a culture of open communication, supported by structured feedback platforms that ensure our colleagues’ voices are both heard and acted upon. Combined with our inclusive and recognition-driven culture, these efforts help foster a workplace where people feel genuinely valued. This, in turn, has a direct and positive impact on team morale, productivity, and the overall guest experience.

Attracting diverse talent is essential, but what does it take beyond recruitment campaigns to truly bring in and retain employees from varied backgrounds in the hospitality sector? How can companies better align their recruitment strategies with long-term inclusivity goals?

At IHG, inclusivity is not a separate initiative, it’s woven into every part of the employee experience. Our commitment is reflected through the “Room for You” framework, which focuses on creating space for everyone to grow, belong, and make a difference. This approach helps ensure that all colleagues—regardless of background or role have equal opportunities to thrive.

The IHG Academy plays a key role in building pathways into the hospitality industry. In India alone, over 1,200 individuals have participated in sessions that equip them with the skills and confidence to succeed in real-world hospitality environments.

We also invest in structured development programmes such as I-Host and I-Grad, which are designed to welcome, train, and accelerate colleagues into supervisory and managerial roles. These programmes are essential to building inclusive leadership from the ground up, giving every team member the tools and support to grow their career with us.

Beyond traditional hiring, we work closely with NGOs and community organisations to promote inclusive employment practices and open doors for those who may face barriers to entry. This includes welcoming over 110 colleagues who are identified as People of Determination, as part of our broader belief that everyone deserves the chance to contribute meaningfully. Our partnerships with 14 Institutes of Hotel Management (IHMs) across India further support inclusive access to careers in hospitality, ensuring that a wide range of talent has the opportunity to explore and grow within our industry.

At IHG, our philosophy is simple yet powerful: true inclusivity means removing barriers, nurturing potential, and creating an environment where every colleague feels respected, supported, and able to reach their full potential.

While many companies focus on gender equity, how can the hospitality sector create more inclusive spaces for women, particularly in leadership positions, and break down barriers to advancement? What’s been the most impactful initiative in this regard?

At IHG, gender equity is a core priority, driven not just by commitment, but through tangible, ongoing action. Our approach is rooted in creating equitable opportunities for growth and leadership across all roles and levels.

A key example is the RISE programme—a 12-month global mentoring platform that began as a focused initiative to support and mentor women colleagues. The programme’s success in building confidence, capability, and strong peer networks helped pave the way for a broader, more inclusive approach. Today, RISE is open to all potential colleagues, reflecting our belief that inclusive leadership development benefits everyone.

RISE pairs emerging leaders with mentors and sponsors, provides tailored learning experiences, and helps elevate underrepresented voices, ensuring that talent is recognised and nurtured, regardless of gender or background. The Global RISE Alumnae community continues to inspire and create opportunity by championing mentorship and meaningful dialogue across the business.

Beyond RISE, we integrate equity into our wider talent strategy. This includes structured Talent & Succession Planning, targeted mentoring for high-potential colleagues, and fast-track development platforms like GM Express and Future Leaders, all aimed at building a diverse and inclusive pipeline, especially in operational and leadership roles.

At IHG, we believe inclusivity means more than opening doors—it means actively supporting every colleague to grow, lead, and thrive.

Retention is a significant challenge, particularly in industries with high turnover rates. How can DE&I practices be integrated into retention strategies to ensure employees feel truly valued and committed long-term?

At IHG, retention isn’t just driven by policies, it’s built through culture. Through our “Room to Belong” pillar, we foster a workplace where every colleague feels safe, connected, and empowered to be their authentic self.

This commitment comes to life through initiatives like Heart of the House, which transforms back-of-house environments to reflect the same warmth and professionalism as guest-facing areas. It’s a daily affirmation of how much we value the spaces where our people work and thrive.

We also champion long-term growth through partnerships with premier institutions and internal development platforms like the Journey2GM (J2GM) programme. Designed to fast-track future hotel leaders, J2GM has seen outstanding success—with 100% placement of its candidates into General Manager roles across the South West Asia region.

In addition, the Talent Interportability programme in South West Asia allows colleagues to gain cross-brand exposure, enabling broader operational experience and more holistic career development. This initiative opens up internal opportunities to grow within our brand portfolio, reinforcing our commitment to career mobility and progression.

These efforts together create meaningful pathways for advancement, backed by a culture that recognises, rewards, and retains. It’s why IHG continues to be ranked among Asia’s best workplaces—for women, millennials, and overall.

What are some of the emerging trends or innovative practices in DE&I that the hospitality industry should be paying more attention to? What challenges have you faced in trying to implement policies that promote a more inclusive work culture?

At IHG, DE&I is not a campaign, it’s a business imperative. We’re investing in inclusive design, adaptive work models, and technology-led equity strategies to create systemic impact.

We’re particularly excited about innovations that make hospitality more accessible, for example, assistive tech and scheduling flexibility for neurodiverse and differently abled employees. At a structural level, local Inclusion Councils and employee-led groups provide on-the-ground insights that shape meaningful policy.

We’re also using tools like equity audits and sentiment analysis to move beyond basic metrics and truly understand what inclusion means at a team level. Of course, challenges exist from legacy infrastructure to inconsistent readiness across markets but our long-term focus, leadership buy-in, and accountability frameworks are helping us make steady, inclusive progress.