Reimagining Performance through Care

Carlee Wolfe, Associate Vice President, Talent and Organizational Effectiveness, Hyatt Hotels

Carlee Wolfe, Associate Vice President, Talent and Organizational Effectiveness, Hyatt Hotels

The world of work is transforming faster than ever before. Across industries— and especially in hospitality—we’re rethinking the systems, tools, and processes that enable people to do their best work. From implementing new HR technology and Hyatt Ways of Working—a set of behaviors grounded in agile principles—to reimagining how we coach and connect, the transformation is constant. Yet even as we adopt new solutions and introduce automation, one principle remains steady at Hyatt: care is the foundation of performance.

At Hyatt, our purpose—we care for people so they can be their best—guides everything we do. It’s our North Star, shaping how we show up for our guests and how we support our colleagues, from housekeeping teams to senior leaders. Care is not only an aspiration; it’s the operational heart of how performance is defined, discussed, and developed.

Performance Begins with Care

When leaders begin with care, performance conversations shift to focus on growth, rather than evaluation. They create space for curiosity, coaching, and connection. Rather than simply asking, “How did you do?” we ask, “What matters most to you right now?” and “How can we support you in achieving it?”

That shift—from assessing to enabling—builds trust. It acknowledges that performance is shaped by many things: priorities, well-being, capability, and connection. By focusing on the whole person, leaders create clarity and energy for what’s next.

Curiosity as the New Leadership Muscle

Curiosity has become one of the most critical leadership skills of our time. Hyatt’s Ways of Working drives curiosity, encouraging colleagues to test, learn, and stay open to new possibilities. It’s also a coaching mindset— peeling back layers to understand what motivates people and where they need support.

“Even as technology accelerates and new systems reshape how we work, one principle remains constant: care is the foundation of performance. When leaders stay curious, connected, and guided by purpose, they create the conditions where people—and organizations—can truly thrive.”

Curiosity is especially powerful as we integrate new technology and artificial intelligence into the colleague experience. There’s a wide range of AI maturity across industries and organizations, and Hyatt is no different. We’re exploring how emerging tools can make the work of performance management more insightful and human. Whether helping leaders prepare for check-in conversations or drawing connections across feedback, data, and development, AI can help uncover insights that improve dialogue—not replace it.

At its best, technology removes friction, so leaders can focus on what matters most: genuine, caring conversations that inspire growth and engagement.

Creating Connected Experiences

As we continue to evolve our talent ecosystem, connection is becoming the new frontier for performance. At Hyatt, we’re laying the groundwork for connected experiences—a future built on bringing together data, systems, and insights to flow seamlessly between performance, culture, and impact.

This work is just beginning, but it represents a decisive shift: reimagining how we connect moments across the colleague journey into a more unified, insightdriven experience. The goal isn’t simply integration; it’s intelligence—surfacing insights leaders didn’t know they needed, helping them show up with greater clarity, empathy, and purpose.

For HR and talent leaders everywhere, this is where transformation is headed. The opportunity ahead is to build bridges—between technology and humanity, between information and intuition, between performance and purpose. That’s the future of talent management: a connected experience where people, organizations, and AI thrive together.

Performance That Adapts

Performance isn’t one-size-fits-all. In a global organization that includes thousands of roles—from colleagues who create experiences in our hotels to leaders shaping enterprise strategy—performance support must adapt.

We begin with core principles and then apply them in ways that fit the needs of each team or business unit. For one group, that might mean simplifying goal setting; for another, it could mean listening more deeply to identify what’s helping or hindering progress. Through colleague listening, leaders stay close to what the team values most and can adjust quickly to provide meaningful, ongoing support.

That adaptability keeps performance conversations relevant and authentic. It ensures that every colleague, in every role, feels seen, supported, and set up for success.

Leading and Learning Out Loud

As HR and people leaders, we have an opportunity—and a responsibility—to lead with care in the face of change. That means being intentional about how we introduce new systems and expectations, asking questions that spark reflection, and learning out loud as we go.

We don’t have to have all the answers. What matters is staying curious, connected, and guided by purpose. When leaders model those qualities, they create conditions where colleagues can thrive—feeling comfortable, confident, and clear in their roles.

When purpose drives performance, impact follows. And for every HR or people leader shaping the future of work, perhaps the real question is this:

How can you make this week a little more human?

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