Fundament 2024 HMSM

Journey LGBTQI+ to foster Inclusion

With hospitality in its DNA, it is easier for the hotel industry to stimulate inclusivity compared to other sectors. Driven by his own personal journey, Pim de Hooge [F 2010], Senior Corporate Operations Manager at Radisson Hotel Group (RHG), is committed to contribute to a more inclusive working environment, specifically on supporting the LGBTQI+ community.

BY TOM KUYPERS

Driven by a personal journey Pim de Hooge’s commitment to Diversity, Equity and Inclusion (DEI) is deeply rooted in his personal experiences. Having worked in hotels for 12 years, he has been exposed to diverse individuals, cultures and situations that have shaped his understanding of the importance of inclusivity. ‘My experience in the hotel industry has taught me the value of diverse perspectives,’ Pim explains. ‘It’s not just about serving guests; it’s about creating an environment where everyone feels valued.’ Pim’s identification as a gay man further fuels his passion for DEI. He believes that his unique perspective allows him to offer valuable insights on the challenges faced by LGBTQI+ individuals in the workplace. ‘I feel I can make a significant impact on DEI initiatives from my position, particularly in advocating for the LGBTQI+ community’.

Transitioning from the vibrant environment of hotels to a more formal office setting presented its challenges for Pim. He observed a notable difference in the dynamics between the two. ‘In hotels, personal interactions are more frequent, whereas office environments can feel quite formal and less personal,’ he remarks. This transition made him more aware of his identity and how it might be perceived by his colleagues. ‘Initially, I felt reserved about openly expressing my sexual identity, not out of fear, but because the corporate culture felt different.’

Recognizing the need for change, Pim has taken proactive steps to promote DEI within Radisson Hotel Group. In recent years, RHG launched initiatives in various Employee Resource Group’s (ERG’s), aimed at supporting and empowering diversity in the organization, with a proven impact. ‘We’ve for example seen significant improvements in the representation of women in leadership roles within the organization over the past five years.’ Earlier this year, Pim was instrumental in the foundation of Radisson Hotel Group’s LGBTQI+ ERG.

Listening to employees

RHG values employee feedback as a catalyst for change. The annual employee survey, known as the ‘Radisson Listens’ Survey, plays a crucial role in shaping DEI initiatives. ‘The survey is anonymous and we for example don’t ask employees about their sexual orientation. But we do ask for gender, which allowed us to analyze differences in experiences among various gender identities,’ Pim explains. This data revealed notable disparities, particularly for non-binary employees. ‘In comparison to the general group, less non-binary employees felt they could be themselves at work,’ Pim highlights, emphasizing the urgent need for improved inclusivity.

Pim believes that fostering a culture of inclusion is paramount. ‘It’s essential that everyone feels valued and appreciated for their work, regardless of their personal background,’ he insists. The organization is committed to adapting policies based on employee feedback and industry trends, continuously striving to improve its DEI efforts.

Focus on LGBTQI+ inclusion

RHG has launched their LGBTQI+ group in March of this year, which aims to create a more inclusive environment. ‘We organized a kick-off event at our headquarters in Brussels and Madrid, discussing the importance of LGBTQI+ inclusion,’ Pim shares. The need for informing colleagues, sharing knowledge, and even educating his own organization, were a key starting point for Pim to create more awareness. By doing so, he recognized the need that anything worth doing is worth taking the time to do well. The company now plans to conduct trainings for inclusive leadership, which will serve as a model for hotels and ensure that inclusive management practices are integrated into operations.

However, Pim acknowledges the challenges of promoting LGBTQI+ rights in regions with varying levels of acceptance. ‘We recognize that our approach needs to be tailored to the local context,’ he says, citing regions like Africa and the Middle East, where attitudes towards LGBTQI+ individuals may differ significantly. To fit to the local context, Radisson Hotel GroupRHGchapters, led by members of the region who are able to translate strategy and policy to local hotels, whilst taking into account cultural and societal differences. ‘We have to be sensitive, also from a business perspective, as we don’t want boycotts on local hotels or loss of partnerships because of our position,’ Pim explains. Although Radisson Hotel Group’s strives for the creation of an inclusive culture, where everyone feels welcomes, the way they communicate this globally requires a culturally intelligent approach.

Hotel industry as trailblazer

Pim further emphasizes that the hotel industry has a unique opportunity to lead in promoting inclusivity and well-being. ‘Hospitality is at the core of our business. We should be welcoming to everyone, regardless of their background,’ he explains. The industry can set an example for others by demonstrating how to organize hospitality and inclusivity effectively. ‘By embracing inclusivity within our operations, we can influence broader societal change,’ Pim states confidently. The hotel industry’s intrinsic focus on hospitality makes it easier to activate inclusive measures compared to other sectors. The hospitality industry, with its unique position and values, can truly have a significant impact on the wider society. As such, the industry can inspire other sectors to move towards more inclusive environments.

Inclusivity on a global scale

Reflecting on the last 15 years, Pim notes a clear increase in awareness around unconscious bias and the necessity for inclusivity, propelled by movements such as #MeToo and Black Lives Matter. ‘Society has shifted from a binary view of gender to a broader recognition of various identities.’ Personally, his international experiences, in countries like Spain, the UK, China, and Australia, have broadened his perspective on the acceptance of LGBTQI+ identities. ‘It was an eye-opener to see how different cultures perceive diversity,’ he recalls. This has fueled his commitment to fostering inclusivity on a global scale. Pim envisions a workplace where employees can thrive without worrying about their sexual orientation or gender identity. ‘In three years, I hope our hotels worldwide will be environments where everyone feels free to be themselves,’. Achieving this requires a cultural shift within the orga nization, transcending policy changes. This includes removing gender identification from the Employee Management System and introducing gender-neutral rest-rooms at Brussels HQ. ‘Additionally, we have established an internal SharePoint accessible to all hotels, providing resources and information to educate our teams on LGBTQI+ and genderrelated topics. To further promote inclusive leadership, we have scheduled a specialized training for HQ leaders in the beginning of 2025, with plans to extend this training to all areas. ‘I want conversations about personal identities to be as normal as discussing hobbies or family’.

Collective responsibility

His ultimate goal is to create a culture where inclusivity is an inherent part of the organization’s identity. Pim de Hooge’s journey reflects the extensive impact that personal experience, employee feedback, and proactive initiatives can have on fostering Diversity, Equity and Inclusion within the hotel industry. His commitment to creating an inclusive environment not only benefits employees but also sets a standard for the entire industry. As Radisson Hotel Group continues to champion DEI, it paves the way for a future where everyone is welcomed and valued, regardless of their identity. In an era where diversity and inclusion are more critical than ever, Pim’s insights serve as a reminder of the collective responsibility we all share in creating a more inclusive world.

Hotel Management Track

This profile turns students into ‘game changers’ for the international hospitality industry. It allows students to further specialize in revenue management, hotel real estate, luxury hospitality, and brand development. Afterwards, they carry out a strategic advisory project assigned by the industry. And to finish off, students can choose a management internship in an international hotel or HQ, which enables them to develop their strategic skills further.

If you want fourth-year students to take an advisory project in Hotel Management, don’t hesitate to get in touch with track coordinator Luc Partouns (luc.partouns@zuyd.nl).