HRBP – Classic and Essential Brands, Greater China

Position Summary The HR Business Partner (HRBP) for Classic and Essential Brands, Greater China will report directly to the Vice President of HR, Greater China, ASPAC Offices, and Hyatt Ways of Working Lead, ASPAC with a dotted line to the Brand Managing Directors (MDs) in the Greater China region. This role is pivotal in championing Hyatt's Ways of Working across the Greater China region, leading strategic HR initiatives within these brand portfolios, and serving as an HR leader for area HR Directors and HR Directors of corresponding brands. In this key position, the HR leader will advocate for initiatives focused on business partnership, talent acquisition and management, learning and development, employee engagement, and organizational culture. Acting as a trusted advisor on people-related matters, the HRBP will collaborate closely with the Brand Leadership team to drive business success while embedding Hyatt’s values and commitment to care into the colleague experience. The HRBP will be part of a dedicated team committed to fostering an immersive and inclusive workplace that reflects Hyatt’s core values and leadership expectations. Their contributions will be crucial in shaping a vibrant organizational culture where every colleague feels valued and empowered. Position Responsibilities Design and implement Greater China Classics and Essentials HR strategy Create total employee experience life cycle by brands – hiring, onboarding, development, training, offboarding, mobility, compensation, and talent mapping etc. Focus on Classics and Essentials GM differentiated experiences Mobilize HRDs and other stakeholders to implement the brand-led HR strategy Champing Hyatt Ways of Working for the Greater China region (with the guidance from HWoW Lead, ASPAC) Drive HWoW and ensure Greater China properties fully adopt its mindset and ways of working when solving business problems. Plan/Organize HWoW workshops through HWOW function/Catalysts and ensure the quality of learning. Increase the number of Catalysts in the brands. Leverage Catalysts and maximize their contribution to the acceleration of HWoW. Implement Global People Strategy and Elevate Expertise Capabilities of Human Resources Organization Understand and Communicate Hyatt's People Strategies: Effectively convey the overall Hyatt People strategies and priorities as they are cascaded from Chicago to Greater China and then to Greater China properties. This also includes Hyatt’s Purpose and Values and Hyatt’s Leadership Expectations. A Close Partnership with HR Center of Expertise Functions: Own the end-to-end employee experience in the brand division. Lead and strengthen the HR Center of Expertise functions and HR service delivery, including Talent Acquisition, Talent Management, Learning & Development, and Total Rewards. Grow the overall competencies of the properties' HR teams. Embrace, Support, and Transform HR Operating Model: As Greater China HRLT, shift from a generalist HR model to an expertise HR model for making a bigger impact on colleague experience, engagement, and development. Build up China HR Shared Services (subject to a global HR Operating Model decision by the CHRO). Employment Branding and Talent Acquisition (for the Brand Division) – Partnership with COE TA (COE Solutions) Drive the Hyatt Employer Brand: Transform our purpose and vision of becoming the preferred employer into actionable strategies. Support hotels in establishing a robust employer brand, ensuring that each brand develops its unique Employee Value Proposition (EVP). Key Personnel Recruitment: Take charge of the selection of Area Vice Presidents (AVPs), General Managers, and other critical roles within the brand division who are aligned with the brand. Actively participate in the selection process for these key positions as needed. When necessary, facilitate the talent selection process with external owners and ensure we have the best GMs for properties. External Employer Branding Initiatives: Launch external branding activities that leverage Hyatt’s reputation as an employer. Utilize our employment brand as a strategic marketing tool to achieve our goal of being the employer of choice. Talent Attraction and Recruitment Programs: Develop innovative programs aimed at attracting top talent and enhancing our recruitment efforts, such as the Corporate Leadership Trainee Program, Management Trainee Program, RiseHY Program, and similar initiatives. Recruitment Channel Management: Use the recruitment channels developed by the HR Talent Acquisition COE. Talent Management and Performance Management (for the Brand Division) – Partnership with COE Talent (COE Solutions) Collaborate with Key Stakeholders: Work alongside the Brand MD, VP of HR, and RVP of Talent Management to identify high-potential talent for future roles, such as General Managers and Area Functional Heads aligned to the Brand MD portfolio. Champion talent reviews and succession planning, ensuring actionable follow-ups. Succession and Workforce Planning: Proactively assess current and future talent needs by comparing them with both internal and external talent pipelines. Enhance Capabilities in Talent Development: Focus on growing the skills of HR and people leaders in nurturing talent. Implement Performance Management Initiatives: Roll out Hyatt’s global performance management philosophy in the Greater China region, emphasizing goal setting, feedback, and performance discussions for colleagues in GC Hubs and properties. Foster a culture of high performance. Facilitate Talent Mobility: Support the movement of talent across the organization to maximize potential and effectiveness. Learning and Development (for the Brand Division) – Partnership with COE L&D (COE Solutions) Skills and Competency Development: Collaborate with the Greater China L&D team to enhance the skills and competencies of colleagues through tailored learning solutions, including networking, e-learning, developmental exposure, mentoring, and coaching. Learning Framework: Implement the Learning Framework established by Greater China L&D, customizing content to meet the specific learning needs of the brand division. GM Development Program: Ensure the quality of GMDP participants nominated and actively follow up on their development paths. Learning Culture: Promote a culture of continuous learning by facilitating initiatives in different ways and encouraging learning anytime and anywhere. Evaluate the effectiveness of learning programs and make necessary adjustments to enhance their impact. Total Rewards (for the Brand Division) – Partnership with COE Total Rewards (COE Solutions) Partnership with Leadership: Collaborate closely with the Brand MD on all aspects of total rewards, including salary reviews, incentive programs, benefits, job leveling, and benchmarking, with guidance from Total Rewards. Work closely with the Greater China Total Rewards team to ensure alignment and effectiveness. Communication and Education of Pay Philosophy: Clearly articulate Hyatt’s pay philosophy to ensure understanding among people managers and colleagues. Apply it in day-to-day operations for offers, promotions, and similar matters. Educate stakeholders on compensation principles to ensure rewards are aligned with position, performance, and talent while maintaining competitiveness and differentiation. Enhancement of Benefits Programs: Actively provide feedback to the Total Rewards team. Organizational Culture and Effectiveness (for the Brand Division) Advocate for Hyatt Ways of Working (HWoW): Role model and facilitate the implementation of HWoW within the brand division. Collaborate with Leadership: Work alongside the Brand MD to review, advise on, and evolve the organizational structure. Drive Productivity and Efficiency: Continuously advise on and enhance staffing efficiency and ensure the organizational structure, payroll, productivity, and related elements are aligned with business needs. Business Partner: Support hotels in the effective management of labor costs and productivity. Implement Performance Dashboards: Establish dashboards for Brand AVPs and GMs to monitor key metrics and performance indicators. Colleague Engagement and Wellbeing (for the Brand Division) Oversee Employee Engagement (CES): Take an active role in enhancing overall engagement within the brand division, focusing on a variety of engagement topics. Support Survey Initiatives: Collaborate on global, regional, and local engagement, satisfaction, leadership, and trust surveys. Assist hotels with effective communication strategies and action planning. Follow Up on Survey Feedback: Provide ongoing support to hotels in addressing key focus areas identified from survey results. Help develop meaningful action plans and follow up on their implementation and outcomes. Implement Wellbeing Programs: Initiate and roll out wellbeing programs at the hub and area hotels, fostering a supportive and healthy work environment. Compliance and Disciplinary Actions (for the Brand Division) Provide guidance and expertise to properties on escalated labor relations issues, including updates on country-specific labor laws and compliance requirements. Collaborate with the ASPAC Compliance Manager to oversee and advise on disciplinary cases involving hotel colleagues. Work closely with Legal and Finance departments as needed. Business Planning and Workforce Planning (for the Brand Division) Participate in business plan reviews. Prepare divisional HR business plans, headcount plans, and budgets when required. MOR and Operational Reviews (for the Brand Division) Oversee implementation of the MOR schedule within the brand division and conduct MORs in key properties through Area HRDs. Participate in operational reviews at focus and key hotels. Other Responsibilities (for the Brand Division) Provide guidance and support related to hotel openings. Manage owner relations. Interact with owners when necessary. Partner with owners on complex GM recruitment cases and approved salary adjustments. Meet with owners on HR-related matters where required. Position Summary The HR Business Partner (HRBP) for Classic and Essential Brands, Greater China will report directly to the Vice President of HR, Greater China, ASPAC Offices, and Hyatt Ways of Working Lead, ASPAC with a dotted line to the Brand Managing Directors (MDs) in the Greater China region. This role is pivotal in championing Hyatt's Ways of Working across the Greater China region, leading strategic HR initiatives within these brand portfolios, and serving as an HR leader for area HR Directors and HR Directors of corresponding brands. In this key position, the HR leader will advocate for initiatives focused on business partnership, talent acquisition and management, learning and development, employee engagement, and organizational culture. Acting as a trusted advisor on people-related matters, the HRBP will collaborate closely with the Brand Leadership team to drive business success while embedding Hyatt’s values and commitment to care into the colleague experience. The HRBP will be part of a dedicated team committed to fostering an immersive and inclusive workplace that reflects Hyatt’s core values and leadership expectations. Their contributions will be crucial in shaping a vibrant organizational culture where every colleague feels valued and empowered. Position Responsibilities Design and implement Greater China Classics and Essentials HR strategy Create total employee experience life cycle by brands – hiring, onboarding, development, training, offboarding, mobility, compensation, and talent mapping etc. Focus on Classics and Essentials GM differentiated experiences Mobilize HRDs and other stakeholders to implement the brand-led HR strategy Champing Hyatt Ways of Working for the Greater China region (with the guidance from HWoW Lead, ASPAC) Drive HWoW and ensure Greater China properties fully adopt its mindset and ways of working when solving business problems. Plan/Organize HWoW workshops through HWOW function/Catalysts and ensure the quality of learning. Increase the number of Catalysts in the brands. Leverage Catalysts and maximize their contribution to the acceleration of HWoW. Implement Global People Strategy and Elevate Expertise Capabilities of Human Resources Organization Understand and Communicate Hyatt's People Strategies: Effectively convey the overall Hyatt People strategies and priorities as they are cascaded from Chicago to Greater China and then to Greater China properties. This also includes Hyatt’s Purpose and Values and Hyatt’s Leadership Expectations. A Close Partnership with HR Center of Expertise Functions: Own the end-to-end employee experience in the brand division. Lead and strengthen the HR Center of Expertise functions and HR service delivery, including Talent Acquisition, Talent Management, Learning & Development, and Total Rewards. Grow the overall competencies of the properties' HR teams. Embrace, Support, and Transform HR Operating Model: As Greater China HRLT, shift from a generalist HR model to an expertise HR model for making a bigger impact on colleague experience, engagement, and development. Build up China HR Shared Services (subject to a global HR Operating Model decision by the CHRO). Employment Branding and Talent Acquisition (for the Brand Division) – Partnership with COE TA (COE Solutions) Drive the Hyatt Employer Brand: Transform our purpose and vision of becoming the preferred employer into actionable strategies. Support hotels in establishing a robust employer brand, ensuring that each brand develops its unique Employee Value Proposition (EVP). Key Personnel Recruitment: Take charge of the selection of Area Vice Presidents (AVPs), General Managers, and other critical roles within the brand division who are aligned with the brand. Actively participate in the selection process for these key positions as needed. When necessary, facilitate the talent selection process with external owners and ensure we have the best GMs for properties. External Employer Branding Initiatives: Launch external branding activities that leverage Hyatt’s reputation as an employer. Utilize our employment brand as a strategic marketing tool to achieve our goal of being the employer of choice. Talent Attraction and Recruitment Programs: Develop innovative programs aimed at attracting top talent and enhancing our recruitment efforts, such as the Corporate Leadership Trainee Program, Management Trainee Program, RiseHY Program, and similar initiatives. Recruitment Channel Management: Use the recruitment channels developed by the HR Talent Acquisition COE. Talent Management and Performance Management (for the Brand Division) – Partnership with COE Talent (COE Solutions) Collaborate with Key Stakeholders: Work alongside the Brand MD, VP of HR, and RVP of Talent Management to identify high-potential talent for future roles, such as General Managers and Area Functional Heads aligned to the Brand MD portfolio. Champion talent reviews and succession planning, ensuring actionable follow-ups. Succession and Workforce Planning: Proactively assess current and future talent needs by comparing them with both internal and external talent pipelines. Enhance Capabilities in Talent Development: Focus on growing the skills of HR and people leaders in nurturing talent. Implement Performance Management Initiatives: Roll out Hyatt’s global performance management philosophy in the Greater China region, emphasizing goal setting, feedback, and performance discussions for colleagues in GC Hubs and properties. Foster a culture of high performance. Facilitate Talent Mobility: Support the movement of talent across the organization to maximize potential and effectiveness. Learning and Development (for the Brand Division) – Partnership with COE L&D (COE Solutions) Skills and Competency Development: Collaborate with the Greater China L&D team to enhance the skills and competencies of colleagues through tailored learning solutions, including networking, e-learning, developmental exposure, mentoring, and coaching. Learning Framework: Implement the Learning Framework established by Greater China L&D, customizing content to meet the specific learning needs of the brand division. GM Development Program: Ensure the quality of GMDP participants nominated and actively follow up on their development paths. Learning Culture: Promote a culture of continuous learning by facilitating initiatives in different ways and encouraging learning anytime and anywhere. Evaluate the effectiveness of learning programs and make necessary adjustments to enhance their impact. Total Rewards (for the Brand Division) – Partnership with COE Total Rewards (COE Solutions) Partnership with Leadership: Collaborate closely with the Brand MD on all aspects of total rewards, including salary reviews, incentive programs, benefits, job leveling, and benchmarking, with guidance from Total Rewards. Work closely with the Greater China Total Rewards team to ensure alignment and effectiveness. Communication and Education of Pay Philosophy: Clearly articulate Hyatt’s pay philosophy to ensure understanding among people managers and colleagues. Apply it in day-to-day operations for offers, promotions, and similar matters. Educate stakeholders on compensation principles to ensure rewards are aligned with position, performance, and talent while maintaining competitiveness and differentiation. Enhancement of Benefits Programs: Actively provide feedback to the Total Rewards team. Organizational Culture and Effectiveness (for the Brand Division) Advocate for Hyatt Ways of Working (HWoW): Role model and facilitate the implementation of HWoW within the brand division. Collaborate with Leadership: Work alongside the Brand MD to review, advise on, and evolve the organizational structure. Drive Productivity and Efficiency: Continuously advise on and enhance staffing efficiency and ensure the organizational structure, payroll, productivity, and related elements are aligned with business needs. Business Partner: Support hotels in the effective management of labor costs and productivity. Implement Performance Dashboards: Establish dashboards for Brand AVPs and GMs to monitor key metrics and performance indicators. Colleague Engagement and Wellbeing (for the Brand Division) Oversee Employee Engagement (CES): Take an active role in enhancing overall engagement within the brand division, focusing on a variety of engagement topics. Support Survey Initiatives: Collaborate on global, regional, and local engagement, satisfaction, leadership, and trust surveys. Assist hotels with effective communication strategies and action planning. Follow Up on Survey Feedback: Provide ongoing support to hotels in addressing key focus areas identified from survey results. Help develop meaningful action plans and follow up on their implementation and outcomes. Implement Wellbeing Programs: Initiate and roll out wellbeing programs at the hub and area hotels, fostering a supportive and healthy work environment. Compliance and Disciplinary Actions (for the Brand Division) Provide guidance and expertise to properties on escalated labor relations issues, including updates on country-specific labor laws and compliance requirements. Collaborate with the ASPAC Compliance Manager to oversee and advise on disciplinary cases involving hotel colleagues. Work closely with Legal and Finance departments as needed. Business Planning and Workforce Planning (for the Brand Division) Participate in business plan reviews. Prepare divisional HR business plans, headcount plans, and budgets when required. MOR and Operational Reviews (for the Brand Division) Oversee implementation of the MOR schedule within the brand division and conduct MORs in key properties through Area HRDs. Participate in operational reviews at focus and key hotels. Other Responsibilities (for the Brand Division) Provide guidance and support related to hotel openings. Manage owner relations. Interact with owners when necessary. Partner with owners on complex GM recruitment cases and approved salary adjustments. Meet with owners on HR-related matters where required. Experience Minimum of 15 years of progressive HR leadership experience with comprehensive functional expertise, particularly in HR business partnering within multinational organizations operating under a three-pillar HR model. Proven track record of developing and implementing HR strategies that align with business objectives in a multicultural environment. Education A bachelor's degree required, a master's degree and/or MBA preferred. Certificates, Licenses, and Registrations Certifications such as Enterprise Leader (Korn Ferry), PAPI (Cubiks), DISC, Talent Assessor/Inventory (formerly PDI Ninth House), or equivalent certifications are preferred. Computer Skills Needed to Perform This Job Proficiency in Microsoft 365 applications, including PowerPoint, Excel, and Word. Exposure to leading HR AI technologies, such as Atlas, Gloat, and similar platforms. Additional Comments and Requirements Leadership Expertise in facilitating organizational change, talent management, and employee engagement initiatives. Strong ability to influence and collaborate with senior leadership to foster a high-performance culture. Regulatory Knowledge In-depth understanding of labor laws, regulations, and HR best practices across Greater China. Experience in managing complex employee relations issues and compliance matters. Cultural Competence Demonstrated ability to navigate and manage cultural differences within the workforce. Fluency in Mandarin and English; proficiency in other regional languages is an advantage. Analytical Skills Strong analytical capabilities with the ability to leverage HR metrics and data to drive decision-making and improve HR processes. Experience with HR technology platforms and data systems to enhance operational efficiency. Interpersonal Skills Exceptional communication and interpersonal skills, with the ability to build effective relationships at all levels of the organization. Strong negotiation and conflict resolution skills. Visionary Outlook Ability to anticipate future workforce trends and challenges, positioning the organization for long-term success in a competitive business environment. Experience Minimum of 15 years of progressive HR leadership experience with comprehensive functional expertise, particularly in HR business partnering within multinational organizations operating under a three-pillar HR model. Proven track record of developing and implementing HR strategies that align with business objectives in a multicultural environment. Education A bachelor's degree required, a master's degree and/or MBA preferred. Certificates, Licenses, and Registrations Certifications such as Enterprise Leader (Korn Ferry), PAPI (Cubiks), DISC, Talent Assessor/Inventory (formerly PDI Ninth House), or equivalent certifications are preferred. Computer Skills Needed to Perform This Job Proficiency in Microsoft 365 applications, including PowerPoint, Excel, and Word. Exposure to leading HR AI technologies, such as Atlas, Gloat, and similar platforms. Additional Comments and Requirements Leadership Expertise in facilitating organizational change, talent management, and employee engagement initiatives. Strong ability to influence and collaborate with senior leadership to foster a high-performance culture. Regulatory Knowledge In-depth understanding of labor laws, regulations, and HR best practices across Greater China. Experience in managing complex employee relations issues and compliance matters. Cultural Competence Demonstrated ability to navigate and manage cultural differences within the workforce. Fluency in Mandarin and English; proficiency in other regional languages is an advantage. Analytical Skills Strong analytical capabilities with the ability to leverage HR metrics and data to drive decision-making and improve HR processes. Experience with HR technology platforms and data systems to enhance operational efficiency. Interpersonal Skills Exceptional communication and interpersonal skills, with the ability to build effective relationships at all levels of the organization. Strong negotiation and conflict resolution skills. Visionary Outlook Ability to anticipate future workforce trends and challenges, positioning the organization for long-term success in a competitive business environment.