Harnessing Technology and Talent: How Aimbridge Hospitality Is Enhancing the Employee Experience and Transforming HR Operations

Leading the people function of the world's largest global hospitality management company is no small task. With properties spread across continents, staying connected and harnessing technology are vital, which is why Aimbridge’s CHRO Ann Christenson is a strong advocate for innovation that will help the company’s 40,000+ team members to be more effective and efficient in their roles, no matter where they are in the organization. 

In this interview, she shares Aimbridge's thoughtful approach to managing talent, preparing for the future, and leveraging AI and other cutting-edge innovations. Read on to learn how Aimbridge is not just adapting to change in the industry but leading it.

Developing and Engaging Top Talent at Aimbridge

Ensuring that top talent remains engaged and developed is crucial, especially with today's shifting workforce expectations. Are there specific strategies or stretch opportunities you are focusing on to keep people engaged and growing within the organization?

We put our people at the center of everything we do. Our associates are our greatest asset, and we believe that investing in them is the key to delivering exceptional performance for our owners. It really comes down to living our employee value proposition — being a place to grow, a place to belong, a place to succeed. I often say Aimbridge is the land of opportunity. This is a place where you can start in a frontline role and grow into senior leadership. You can make an entire career here! We see it happen again and again.
We’re intentional about building that pathway through leadership development, skills training partnerships like the one we have with AHLA, and career mobility resources. Our goal is to support people at every stage in their professional journey with us, and to create the kind of culture that makes them want to stay.

Considering your focus on developing and retaining talent, how do you balance the expectations and contributions of different generations within your workforce, and what impact does this have on workplace culture?

We lead with empathy and meet people where they are. The workforce looks different than it did a few years ago, and expectations around flexibility, purpose, and belonging have shifted. But that’s not one-size-fits-all. In hotel operations, hybrid doesn’t work — but connection and recognition always do.

We focus on listening and aligning with what’s realistic for each role. Whether you’re at a property or in the corporate office, it’s about making sure people feel valued, included, and supported. 

The hospitality industry's demand for skilled professionals, particularly within management, is getting more challenging due to intense competition. What are your primary talent management priorities at both the headquarters and in the field, and how are you addressing them?

Our CEO has emphasized performance accountability as a cultural priority — making sure goals are clear, aligned, and measured. We have implemented a balanced scorecard approach into our operations that serves as a key to unlock measurement, growth and success at each of our properties and among our support teams.

We’ve also shifted back to embrace an in-office culture at the corporate level because we are big believers in the importance of collaboration. We see this at our managed properties every day! Some of the best breakthroughs come from hallway conversations or impromptu problem-solving sessions. Being physically together helps break down silos and keep us connected to the work we’re doing in the field. 

As the largest hotel management company in the world, you have a sizable number of associates working in the field. Are there specific programs or initiatives that you have been implementing to provide these employees a similar human-centric experience?

We’ve scaled a series of “market connects” across regions, which bring teams together to share best practices, align on performance goals, and reinforce our culture. They’re practical and people-first — combining training, recognition, and strategy.

We also use digital channels to reach remote or on-the-go team members, from regular town halls to engagement touchpoints that ensure our people feel seen and supported no matter where they’re based.

As Aimbridge experienced a change in leadership, including the transition of the CEO, can you elaborate on your responsibilities as CHRO during this period?

I worked closely with the board throughout the CEO transition, and once Craig Smith came on board, my focus shifted to helping him shape the leadership team that’s in place today. We have always been intentional about strengthening our bench and now we have a solid team in place that is enabling future planning in new ways — building out succession plans, investing in development, and creating meaningful stretch opportunities. Leadership continuity is critical, and that starts by being proactive. 

Embracing Technology and Innovation in HR

Many HR leaders are experimenting with AI but feel they have reached a plateau and are unsure how to progress beyond the initial stages. How are you incorporating AI into your HR strategy and what do you anticipate as the next steps in that area?

We’ve been early adopters in new technologies, and we move fast. We launched a new applicant tracking system that uses AI to automate interview scheduling, saving hours for managers in the field. It also improves the candidate experience by reducing lag time.

We’re also using AI for candidate screening to make the process more efficient and consistent. And our HR tech app gives associates self-service access to everything from PTO balances to scheduling, which has introduced new flexibility and opportunities for our people at the property level.

The future is about smart enablement. If someone’s looking for a policy, they shouldn’t have to sift through 700 documents. They should have what they need at their fingertips so they can focus on running a great hotel, not chasing paperwork.

What role do you believe HR should play in managing AI across the broader business?

HR should absolutely be at the table. This isn’t about replacing people; it’s about freeing them up to do the work that matters. When you automate routine or manual tasks, people are empowered to think more strategically and respond more proactively.

That’s what the business needs: less time spent reacting and more time anticipating. That shift changes the game for both employee engagement and operational excellence.

In addition to AI, have you recently piloted any HR innovations in Aimbridge’s people strategy that you’re excited about?

Our team was proud to be recognized with a technology innovation award for our “gigification” initiative. Through our Shift Marketplace app, associates can view and bid on open shifts at nearby hotels, take advantage of digital tipping, and manage their schedules more flexibly. It’s introduced an unprecedented level of control for our associates.

That’s a huge evolution in an industry that hasn’t historically had a lot of flexibility. We’re not just modernizing; we’re unlocking new ways of working that meet people where they are.

Is there anything else noteworthy that’s happening in the industry now that you want to elaborate on? 

We’re looking at automation that supports compliance — like triggering alerts for overtime or missed breaks — so our general managers can stay focused on leading their teams and driving performance.

Ultimately, our job in HR is to make the work experience better — smarter systems, more meaningful development, and a culture that scales with heart. That’s what we’re building at Aimbridge.