Pramod Thakur is Director of Human Resources at Hilton Hotels and Resorts. After completing his MBA in the UK, Thakur returned to Nepal and started his HR career with Growth Sellers, a company focused on HR solutions. This experience allowed him to understand Nepal’s corporate culture, HR practices, and organisational dynamics. He believes that it was a valuable opportunity to explore the country’s job market and realise the gap between the skill sets of candidates and the needs of organisations.
Thakur’s journey continued with roles in international brands, which deepened exposure to global HR practices. Now, as the HR Director at Hilton Kathmandu, Thakur brings these experiences to develop a vibrant workplace culture and contribute to Nepal’s hospitality sector’s growth. The HRM Nepal had a conversation with Thakur focusing on HR practices in Nepal. Below are the excerpts:
Q: How did you decide to pursue a career in Human Resource Management?
A: My career in HR began at Growth Sellers in 2014, where I learned the fundamentals of HR and organisational culture. The transition from the UK to Nepal was initially challenging due to the differences in work culture, but it was an excellent learning opportunity. At Growth Sellers, I was exposed to a variety of organisations, understanding their HR practices and the dynamics of Nepal’s corporate sector.
Over time, I moved on to various international hospitality brands, where I refined my skills and began developing people-centric HR strategies. Working with Hilton has provided me with a platform to implement global best practices while adapting them to the local context.
As the Human Resource Director at Hilton Hotels and Resorts, what are your key HR strategies within the hospitality sector?
The hospitality sector often faces unique HR challenges, and in my time at Hilton, I have implemented strategies to ensure a strong, diverse workforce and retention. Some key strategies include:
- Diversity, Equity, and Inclusion (DEI): At Hilton, we focus on maintaining a balanced workforce. Currently, female representation is 40%, with 7% of our team members living with disabilities.
- Employee Well-Being: Hilton has always prioritised the well-being of its team members, ensuring they have access to health benefits, flexible work arrangements, and stress management programmes.
- Internal Career Development: We have a robust internal promotion policy. For example, Team Leader and Executive roles are filled internally, providing team members with growth opportunities and fostering loyalty.
These strategies, combined with competitive compensation and development programmes, have been effective in both attracting and retaining top talent.
Q: Could you elaborate on the unique practices that shape Hilton’s workplace culture?
A: At Hilton, we emphasise a culture of hospitality, integrity, leadership, teamwork, and ownership, which drives our employees to excel. This is reflected in our consistent ranking as one of the #1 Best Workplaces in the World.
We foster a collaborative, respectful, and inclusive environment where every team member feels valued. Hilton encourages continuous learning and career progression through global training platforms like Hilton University and leadership development initiatives such as LEAD and SHINE.
Our focus on employee engagement is key to maintaining a motivated and empowered workforce, which ultimately contributes to guest satisfaction and business growth.
Q: How do effective HR management and organisational development mutually influence each other?
A: Effective HR management starts with aligning individual performance with organisational goals. At Hilton, we ensure every team member understands how their role contributes to the broader business objectives.
We also implement regular feedback mechanisms, including stay interviews and performance appraisals, to ensure staff members are supported and feel valued. Hilton’s commitment to leadership development and career progression allows employees to see clear paths for growth within the organisation.
Our HR strategies are not just about achieving results; they are about fostering a long-term relationship with our team members, supporting their professional journey, and ensuring their personal success.
Q: To foster sustainability and growth, what key HR policies would you recommend an organisation prioritise?
A: HR policies play a pivotal role in shaping a company’s growth trajectory by establishing clear guidelines for performance expectations, employee benefits, and development opportunities. Hilton’s global policies are rooted in the belief that a strong people-first culture is key to long-term sustainability.
At Hilton Kathmandu, we continually review and adjust our HR policies to ensure they are in line with both local needs and international standards. This not only helps in talent retention but also in fostering an inclusive, high-performance culture that drives business results.
Q: What are the key professional milestones you’ve achieved in the hospitality sector?
A: The hospitality sector in Nepal is undergoing a significant transformation. Through my work with international brands, including Hilton, I have seen firsthand the importance of professionalising the sector by focusing on training, leadership development, and creating clear career progression pathways.
While there is still a gap in the consistency of service standards across the industry, international hotel chains have raised the bar by implementing global best practices in HR and service delivery. This shift is helping Nepal’s hospitality sector become more competitive, with a stronger focus on skilled professionals and service excellence.
Q: How frequently does the Hilton Kathmandu offer skill development and capacity building opportunities to its staff?
A: At Hilton Kathmandu, we invest heavily in employee development. Through Hilton University, our team members have access to global training and development programmes. Additionally, our signature programmes such as LEAD and SHINE focus on leadership growth, skills development, and personal empowerment.
We also offer career development pathways that prioritise internal talent, providing opportunities for fast-track career progression.
Q: What measures do you implement to ensure the delivery of best-in-class service?
A: As part of the Hilton service culture, we ensure that our employees are consistently trained to meet high standards. Our employees are encouraged to deliver a personalised guest experience while adhering to Hilton’s core values.
The focus on continuous training, combined with guest-first mentality, ensures that we deliver exceptional service at all times, making our guests feel welcome and valued.
Q: Given the reported challenges of skilled human resources in Nepal’s hospitality sector, what strategies are you employing to address these skill gaps?
A: One of the most notable skill gaps in Nepal’s hospitality sector is leadership training. While we have a pool of talented frontline employees, there is a need for better-trained middle and senior management professionals.
At Hilton Kathmandu, we nurture these skills through internal leadership programmes, mentorship, and development opportunities. Our focus is on preparing future leaders who can not only manage operations but inspire teams and contribute to the growth of the hospitality sector in Nepal.
Considering the high staff turnover in Nepal’s hospitality sector, what key challenges are you encountering, and what strategies are you implementing to mitigate their impact?
Turnover in Nepal’s hospitality sector is indeed a challenge, but we address it by implementing a comprehensive retention strategy. Key initiatives include:
- Strengthening Employee Engagement
- Internal Career Development (filling Team Leader and Executive roles internally)
- Competitive Compensation & Benefits
- Fast-Track Career Progression
- Stay Interviews & Regular Check-ins
These efforts help reduce turnover and foster long-term loyalty among our team members.
Q: How do you align Key Performance Indicators within your employee performance evaluations to ensure fairness and transparency?
A: At Hilton, performance evaluation is not just about results but also about alignment with our core values. Each team member’s Key Performance Indicators are aligned with Hilton’s global objectives and the hotel’s local business goals.
We conduct mid-year and annual performance appraisals, providing regular feedback and coaching to ensure that staff members meet expectations and feel supported in their growth.
Q: How would you like to rate Nepal’s hospitality sector?
A: Nepal’s hospitality sector has a lot of potential. While the industry is still evolving in terms of professionalism, it has made significant strides, particularly with international brands like Hilton raising the standard for training, service delivery, and employee engagement. The warmth and genuine care of Nepali hospitality professionals are unmatched, and with continuous focus on skill development and leadership, Nepal can achieve a truly professional service culture.
Q: Are you promoting any unique people management practices?
A: At Hilton Kathmandu, we have implemented several unique practices to manage people and deliver results, including:
- Stay Interviews & Regular One-on-One Check-ins
- Employee Recognition Programmes
- Career Development and Internal Promotions
- Performance Aligned with Hilton’s Core Values
These practices not only help in retaining talent but also in fostering a high-performance culture where team members feel valued, engaged, and motivated to deliver exceptional results.
Q: What would you like to tell our valued readers at the end?
A: The HR profession has undergone tremendous evolution, and it’s exciting to be part of an organisation like Hilton that values people first. As we continue to build on our successes, I remain committed to creating an environment where both team members and guests feel valued, and the Nepali hospitality sector continues to grow and professionalise.
I am looking forward to contributing further to the success of Hilton Kathmandu and Nepal’s hospitality industry as a whole.
