With an international footprint spanning EMEA and APAC, Radisson Hotel Group operates more than 1,500 hotels and over 245,000 rooms that are either in operation or under development worldwide. Backed by more than 75 years of hospitality experience, the group employs over 75,000 people and continues to strengthen its position as a global leader in the industry.
Since 2018, Radisson Hotel Group has been part of Jin Jiang International, becoming one of the world’s top two largest hotel groups by number of rooms and hotels. Today, the organization is entering a new phase of its development strategy, supported by a business model designed to sustain growth, scale responsibly, and maintain forward momentum. Central to this ambition is a clear goal: to be the hotel of choice for guests and talent, while delivering high-value experiences at every touchpoint.
Radisson Hotel Group sees hospitality as an industry built on meaningful interactions, excellent service, and trust. Yet expectations are always evolving. Guests increasingly look for personalized experiences, while employees expect modern tools that support flexibility, clarity, and development. At the same time, the pace of change in hospitality has intensified pressure on organizations to attract, engage, and retain the right talent.
For Radisson Hotel Group, this reality created a strong case for digital transformation. “Hospitality is an industry built on human connections,” explained Tamara Alcaine, Director, People Technology. “That’s where the biggest opportunities are, but also where the pressure is highest when it comes to talent.”
Breaking down silos in a global HR landscape.
Before Workday, Radisson Hotel Group’s HR technology landscape didn’t reflect the company’s global footprint. Multiple systems were in place across regions, each with different processes and ways of working. Data was fragmented, visibility was limited, and information was not always consistent or easy to access.
“We had different systems, processes, and ways of working across regions,” Tamara said. “That created data fragmentation, limited visibility, and made it difficult to move with agility.”
Managers and employees lacked intuitive, self-service tools, and HR teams spent significant time on manual tasks rather than strategic initiatives. As a result, HR struggled to move beyond transactional work and fully support the business with insight-driven decision-making.
“Our teams were spending a lot of time on administrative activities,” Natalia Moral, Manager, People Technology, added. “Simple tasks could take too long, and information was not always accurate or up to date.”
Radisson Hotel Group needed a single, trusted platform to unify people data, standardize processes, and empower teams across the organization.
Workday became the foundation for that transformation. By consolidating people data into a single source of truth, Radisson Hotel Group was able to bring consistency across regions while supporting local operational needs.
“It gave us one place where we can trust the data and use it across the business,” Tamara noted. “That was a key step in moving HR from transactional work to a more strategic role.”
Keeping hotel operations running smoothly, every day.
In hotel environments, shift management, attendance and absence play a critical role in daily operations. Workday helped Radisson Hotel Group bring greater transparency, clarity, and consistency to these processes with Workday Scheduling and Time Tracking.
“Scheduling and time tracking give teams more control and flexibility over their time. When schedules are clear and fair, employees feel more empowered,” Natalia shared.
Employees can better manage their shifts and understand their schedules, while managers benefit from clearer oversight and more consistent processes. This sense of control and transparency has a direct impact on engagement, especially in fast-paced hotel operations.
“When employees feel supported and in control of their schedules, they’re more motivated,” Natalia continued. “And that motivation carries through to the guest experience.”
Workday gives managers reliable scheduling and time data, so they can spend less time fixing issues and more time supporting their teams.
Manager, People Technology
Where data, strategy, and talent come together.
Positive transformation didn’t stop there. After implementing Workday, Radisson Hotel Group saw a clear shift in how HR operates across the globe. Processes became more efficient and standardized and information became more accessible and reliable.
“Our HR strategy is built around three main pillars,” Tamara explained, “First, we simplify the way our processes are built with digital tools such as Workday. Second, we focus on developing our talent. And third, we foster an inclusive culture where everyone feels they belong. Today, our priority is making sure technology truly works for employees, saving them time, providing insights, and helping them focus on what matters most.”
“With real-time data available, we no longer rely on assumptions or outdated reports,” Natalial added, “Managers now have visibility into areas such as talent availability, career progression, engagement trends, and workload balance.”
This insight supports stronger workforce planning and more meaningful conversations about growth and development.
And that is one of the outcomes Radisson Hotel Group is most proud of, its impact on internal mobility. With all talent data in one place, the organization can better identify skills, ambition, potential, and connect people with opportunities across the business.
With Workday, now we can clearly see where our talent is and how people want to grow. That helps us offer opportunities internally and support long-term development.
Director, People Technology
Shaping the future of HR at Radisson Hotel Group.
A priority in Radisson Hotel Group's roadmap is to continue to innovate, especially around HR technology. The organization is exploring concepts such as HR agents and chatbots to assist employees and HR teams with everyday questions and administrative work.
“AI will help us spend less time on routine tasks and more time focusing on people and experience. That’s an important part of our future vision.” shared Tamara.
From an operational perspective, AI is also seen as a way to simplify daily work and improve efficiency. “AI can take over repetitive calculations and routine activities, so teams can focus more on people and employee experience,” Natalia said.
By placing people at the center and using technology as an enabler, Radisson Hotel Group continues to strengthen the foundation for modern, people-focused global hospitality.
From an operational perspective, Workday will allow us to explore how AI could support HR teams by reducing manual effort over time.
Manager, People Technology