Elevating Employee Engagement Through People-First Leadership

Harijot Chauhan is a strategic HR leader in ultra-luxury hospitality who brings business impact by using people-centric strategies. Having experience in HR strategy, development, and leadership, she has created inclusive and high-performing teams in globally-known brands, and human resources has become a key driver of culture, performance, and long-term success.

In a thought-provoking interaction with Global Woman Leader Magazine, Harijot shares her ideas on how to develop people-centered-HR practices, promote diversity and inclusion, and develop successful culture at work. Drawing from her international experience, she talks about leadership, worker development, and the fact that authentic connection is a key driver of performance and motivation.

You’ve worked with people from over 80 nationalities. How do you create an HR strategy that respects different cultures while still bringing everyone together to meet business goals?

At Atlantis Dubai, I am very proud to work alongside 130 nationalities represented across our teams, a vibrant reflection of the world that makes our culture truly special. An effective HR strategy must align with business goals but I strongly believe that it also must place humanity at its core. In a diverse environment, focusing on shared values and purpose helps us see how much we have in common. We may come from different places, but we’re all here to grow, contribute, and succeed. That’s why we always aim to foster a culture where colleagues feel deeply connected to our mission and work collectively to achieve it. I truly believe when people feel seen, valued, and included, they don’t just perform, they thrive.

When you were setting up teams during the opening of hotels like Atlantis, The Palm and Atlantis, The Royal, how did your perspective as a woman shape the way you built and motivated those teams?

Hotel openings are high-energy and high-stakes. When we opened Atlantis The Royal in 2023, we travelled to 36 countries in 9 months and hired 3,000 colleagues. That scale demands precision - but more importantly, intention.

Success comes from being intentional about who we bring on board: ensuring they have the skills to excel, the personality to thrive, and the potential to grow.

Just as important is how we support them and the culture we create together. We didn’t just hire talent; we built a community.

Being a woman is part of who I am, but I don’t define my leadership by gender. Where it has mattered is in challenging stereotypes in male dominated fields such as facilities and transportation, creating opportunities that increased female representation and strengthened gender balance across the organisation.

Beyond the workplace, we’ve created living spaces that feel like home, nurturing connection and supporting families. When colleagues feel cared for beyond the job, they bring their best selves to work - and that’s when culture thrives.

How do you make sure your training and development programs help employees improve their service and also support the hotel’s business goals?

Our training and development programs are designed to drive business performance and support individual career growth. We believe that when learning is both strategic and personal, it becomes transformative.

Each year, we conduct a comprehensive learning needs analysis to identify the skills and behaviors essential to achieving our business objectives. This includes interviews, focus groups, surveys, and performance data-such as guest reviews and audit reports. By blending qualitative and quantitative insights, we ensure that learning initiatives are targeted where they’ll have the greatest impact on service quality and results. We revisit this regularly to stay agile and responsive to evolving needs.

We also listen closely to our colleagues. Engagement surveys give us insight into how our colleagues feel about their growth and development and based on their feedback; we design targeted interventions to support their professional and personal development.

You believe in diversity and inclusion. Can you share how you’ve turned these values into real actions that improve your company’s culture and results?

The success of Atlantis The Palm and Atlantis The Royal is living proof that diversity and inclusion drive real business impact. From Atlantis The Royal being ranked #9 in the World’s 50 Best Hotels, to Atlantis Dubai hosting the most Michelin-starred restaurants under one roof, to multiple Guinness World Records and Gault&Millau accolades , every achievement has only been possible because of our people.

To bring in the right people, it’s critical we have the right leaders , leaders who value diversity, embrace different perspectives, and unlock the creativity inclusion brings. The right leaders hire inclusively, foster innovation, build collaboration, and create workplaces where colleagues feel they belong and can contribute meaningfully.

But inclusion goes beyond hiring. At Atlantis, we celebrate what makes each of us unique - from cultural traditions and cuisines to national days and personal milestones. These practices are woven into our culture, ensuring our people feel seen, valued, and inspired to deliver extraordinary results.

How do you find and support talented employees in such a fast-moving and international industry so they’re ready to take on leadership roles in the future?

In a fast-paced, global industry, attracting talent is only the first step, retaining and developing them is the true challenge. While competitive pay plays a role, today’s top performers are looking for something more: purpose, recognition, autonomy, inclusion, and growth.

At Atlantis, we strive to create an extraordinary workplace - one that grows alongside our colleagues, remaining both engaging and inspiring.

Most recernlty, we launched a mentorship program for high-potential managers, pairing them with senior leaders to set measurable goals and track progress.

A key part of supporting professional growth is recognising that development goes far beyond promotions, it’s something we cultivate every day.

We also design personalised development plans and learning experiences rooted in real-world application. Colleagues apply new skills on the job, receive feedback, and see tangible results. This not only accelerates their careers, but also drives service quality, strengthens team performance, and creates measurable business impact.

In hospitality, working with people from many backgrounds can lead to challenges. How have you built trust and strong employee relationships that help people stay and grow in the company?

Diverse backgrounds can bring challenges but also a lot of opportunities. For us, building trust starts with creating genuine connection, it’s at the heart of hospitality. Many of our colleagues move to Dubai to work with us, so trust begins from the very first moment we speak with them. From day one, we focus on building that connection because it strengthens teams, deepens loyalty, and unlocks opportunities.

One of the ways we do this is through our dedicated colleague accommodation, a true home away from home for over 5,000 colleagues - where community and strong relationships naturally form. I’m also proud that our leaders create space for colleagues to feel heard, valued, and supported. Through regular town halls, engagement sessions, and surveys followed by tailored action plans, we ensure every voice helps shape our culture. Annual surveys allow us to track progress and drive meaningful change - where we celebrate wins, act on feedback, and reinforce our shared purpose.

When people feel connected - to their team, their leaders, their workplace, and even where they live - they don’t just stay, they excel. And that’s when culture becomes a true competitive advantage.