The excitement at the annual RAD LEADS event in Chennai was evident. There was a real buzz in the air, only created when passionate people come together to share ideas and dreams.
General Managers and senior leaders from across South Asia came together not just to talk strategy, but to swap stories, learn from one another, and imagine what’s possible. Between structured sessions and casual chats over coffee, they spoke candidly about the challenges and bright future of travel in India. The optimism was contagious.
Amidst the bustling crowd, one person moved effortlessly from group to group, listening with genuine curiosity and sharing his own viewpoint. Iñigo Capell, Executive Vice President and Global Chief People and Resources Officer of Radisson Hotel Group, wasn’t just there to roll out new policies; he was there to connect with the people who give Radisson its heartbeat.
The Power of Listening
Capell believes that nothing beats a genuine conversation. “You can have the best strategy in the world, but it only comes alive when the team on the ground brings it to life.”
That’s why bringing people together wasn’t just a task on Capell’s list – it was the main purpose of his visit. As he said, “When you work for a company, you might come up with plans and products, but you always need to see if they actually work in real life – like, how are things going in the hotels, how do the teams feel about them, and are they really useful?”
His philosophy is simple: help people grow, and the business will grow with them.
Capell doesn’t just look after People & Culture—he’s also hands-on with everything from technology to safety and design. It’s all connected: a great hotel experience relies on teams working together, across departments, toward a shared goal.
Radisson’s core belief is simple: investing in people means investing in the company’s future.
Creating Opportunities: Career Fest
Capell’s team puts this idea into action through things like Career Fest—a global event that started small but now connects Radisson staff from all corners of the world, opening doors and inspiring ambition.
Capell smiles as he remembers the humble beginnings: “So then we figured out a week wasn’t going to cut it, and that’s how it turned into a whole Career Month. And lately, we called it Career Fest. We had leaders from all over the company come together to share what they know and get people excited about their careers.”
The response? Overwhelmingly positive. Career Fest now draws thousands of Radisson people – and future team members – into a global conversation about careers and growth.
Finding the Right Talent
“Bringing in good people is really important to us,” Capell emphasises. “If you ask most general managers what their biggest problem is, a lot of them would probably say it’s finding the right people to hire.”
This is where technology helps. By using AI in hiring, Radisson has greatly reduced recruitment times and made the process smoother for both the company and job candidates.
“And candidates have been really happy with it,” Capell points out. The time to hire has nearly been halved—a win for everyone.
But hiring great people is only the beginning. How can the company help them build careers that are exciting, flexible, and rewarding?
Rethinking Hospitality Careers
Capell understands that younger generations want more than just a job. They desire to learn quickly, try new things, and make rapid progress. He believes that careers in hospitality should provide these opportunities.
At Radisson, career paths are, incidentally, designed to be quick, clear, and wide-ranging, giving people the tools and freedom to shape their own careers.
“If you want to be fast, you need to spot talent quickly and be willing to take chances on people earlier,” Capell says. And he’s a big believer in going broad, too: “When I say broad, I mean encouraging people to move sideways into different roles.”
The focus is on moving away from traditional career ladders and encouraging flexible, creative career paths.
“We want staff who start their careers in areas like operations or the kitchen to know that they can move into other roles if they want,” Capell says. “A lot of our best employees got to where they are by working in different departments.”
Why India Matters
Capell has nothing but praise for his Indian colleagues: “India has a lot of really talented people. They are really good at what they do, their English is excellent, and they’re clearly excited about expanding worldwide.”
India, incidentally, is a market that truly excites the Radisson team, and there are good reasons for that.
Radisson has been in India for nearly 30 years and has seen the country’s impressive growth firsthand. With more people travelling within India and a growing middle class, the opportunities are huge.
Capell notes a large gap between the number of branded hotel rooms and the size of India’s middle class. The potential is just waiting to be tapped.
“We can expand a lot just by focusing on our own country,” he says with a smile.
He adds, “Even without people travelling internationally, the local market is still really big. That’s why we have some big plans for India that we’re really excited about.”
Radisson’s long history in India is more than a business advantage. It shows trust and deep roots in the community.
“We’ve been in this business for a long time, so people know us well. We also bring good brands and value to hotel owners,” Capell says. “That’s why we expect things to keep growing for a long time.”
Culture: The Secret Sauce
Strategy and growth set the pace, but it’s culture, the daily connection between people, that holds the Radisson story together.
The proof is in the numbers: 84 per cent of Radisson employees around the world are engaged—well above the industry average, according to internal surveys.
And in India, those numbers climb even higher.
“In India, our engagement is about 90 per cent,” Capell says, clearly proud. “That’s more than the global average, and it shows the positive attitude and desire to grow that we often see here.”
For Capell, the secret is simple: make learning and recognition part of everyday life, not just an annual event.
“Everyone at Radisson has a plan for how they’ll grow,” he says. “Growing in your job isn’t just up to you; your boss plays a part in it too.”
Leaders at Radisson do more than manage. They coach, encourage people to try different roles, and make sure to say thank you often. Recognition programs are not just policies—they are part of daily life at Radisson.
As Capell puts it, “We really care about our team members.” It’s the small, daily actions that build a strong culture.
Let’s Talk AI
Of course, like every other big industry, hospitality is figuring out how to use artificial intelligence and automation.
Capell isn’t worried. For him, technology isn’t a threat—it’s a tool that frees people to do their best work.
He points out that AI can handle the routine, so teams can focus on what really matters: “making sure guests have experiences they’ll remember.”
Take something as simple as checking in at a hotel. Instead of typing passport details into a computer, Capell envisions a future where machines handle the paperwork, freeing up staff to do what they do best: welcome guests with a smile.
“Today, someone would have to type out their passport details into a computer,” Capell explains. “Down the line, that work will be taken care of by machines, leaving our teams free to really focus on making guests feel welcome and giving them a stay that’s just right for them.”
For those adapting to these changes, the most important skills extend beyond technology.
What does it take to thrive in this changing world? Capell believes it’s curiosity, the ability to learn fast, and a strong inner drive that set the best apart.
These qualities might be even more valuable than deep expertise in one area, especially with how quickly things change.
“The world’s always changing, and we can’t really do anything about that. So we have to learn to adjust, and even get to like picking up new stuff,” Capell reflects, with the wisdom of someone who’s seen a lot of change firsthand.
An Industry Focused on Experiences
He’s worked in technology and banking, but Capell’s heart is firmly in hospitality.
What keeps him interested is the daily mix of connecting with people and seeing real, immediate results. “In hospitality, we make experiences,” he says. “And the people are really important.”
Not many industries, he points out, offer feedback as fast as hospitality does.
Every day, Capell and his team see the results of their work—whether it’s a happy guest, a surge in bookings, or strong performance numbers. The connection between people, action, and business success is clear and immediate.
What’s Next?
Even after the official sessions in Chennai ended, leaders stayed to share ideas and talk late into the evening about how to help their teams succeed in the coming months.
For Capell, these moments of real connection are what leadership is all about.
Big decisions may be made in boardrooms, but the real impact happens elsewhere—in the busy lobbies, kitchens, and front desks where Radisson teams create memories for guests.
Radisson is growing fast in India, and Capell is convinced that local talent will make all the difference.
He puts it simply, with a quiet confidence: “If you have the right team, there’s really no limit to what you can do.”
