With more than 23% of the world's young people unemployed, according to the
'The RiseHY program helps thousands of young people around the world find fulfilling careers in hospitality,' said
Creating Long-Term Career Pathways
To date, more than 400 hotels in 65 countries support RiseHY participants, referred to as RiseHYers. In addition to recruitment, the program puts equal weight on retention by helping RiseHYers gain access to new job opportunities and skills training that can turn into long-term careers in hospitality.
More than 40% of those hired through the RiseHY program are still employed at Hyatt or Hyatt hotels. In the
'The RiseHY program allows Hyatt to introduce thousands of young people around the world to fulfilling careers in hospitality that feed their ambition,' said Peggy Focheux Duval, RiseHY Program Manager, Hyatt. 'Through RiseHY, Hyatt offers youth the opportunity to learn necessary skills so they can advance professionally in the hospitality industry.'
Uncovering Talent Through Community Partnerships
Through community-based organizations and public-private partners, eligible youth can receive vocational training and career placement with RiseHY. Hyatt and the
As an example, Hyatt collaborates with nonprofits like
Connecting Colleagues with Advancement Opportunities
RiseHY supports mobility throughout the hospitality industry. Since 2018, more than 850 global RiseHYers moved into new roles and dozens of others either earned promotions or transferred to other properties to continue their careers. For example, Anastasiya started at
Fostering The Next Generation of Talent
As Hyatt continues to grow, possibilities for Opportunity Youth expand, too. Introducing the Hyatt Inclusive Collection in the
Hyatt has also employed innovative technology to engage youth in new ways, including online virtual reality experiences and digital skill-matching. Through VR, potential recruits can preview a day-in-the-life of on-property colleagues, while digital skill-matching helps pair RiseHY participants with employment that aligns with their existing interests and talents.
More tenured Hyatt colleagues also get involved through the RiseHY Coach program which connects current experienced Hyatt colleagues with RiseHY participants to provide mentorship. To supplement this program and others like it, the
Find out more about the program and how to get involved on the RiseHY website.
*Opportunity Youth are defined as young people aged 16-24 who come from **under-resourced communities and are disconnected from the economy by not working and not going to school.
**Under-resourced communities refers to populations who are systemically denied a full opportunity to participate in aspects of economic, civic and social life and have limited or no access to resources.
The term 'Hyatt' is used in this release for convenience to refer to
About
Forward-Looking Statements
Forward-Looking Statements in this press release, which are not historical facts, are forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Our actual results, performance or achievements may differ materially from those expressed or implied by these forward-looking statements. These statements include statements about Hyatt's [__] and involve known and unknown risks that are difficult to predict. In some cases, you can identify forward-looking statements by the use of words such as 'may,' 'could,' 'expect,' 'intend,' 'plan,' 'seek,' 'anticipate,' 'believe,' 'estimate,' 'predict,' 'potential,' 'continue,' 'likely,' 'will,' 'would' and variations of these terms and similar expressions, or the negative of these terms or similar expressions. Such forward-looking statements are necessarily based upon estimates and assumptions that, while considered reasonable by us and our management, are inherently uncertain. Factors that may cause actual results to differ materially from current expectations include, but are not limited to, general economic uncertainty in key global markets and a worsening of global economic conditions or low levels of economic growth; the rate and the pace of economic recovery following economic downturns; global supply chain constraints and interruptions, rising costs of construction-related labor and materials, and increases in costs due to inflation or other factors that may not be fully offset by increases in revenues in our business; risks affecting the luxury, resort, and all-inclusive lodging segments; levels of spending in business, leisure, and group segments, as well as consumer confidence; declines in occupancy and average daily rate; limited visibility with respect to future bookings; loss of key personnel; domestic and international political and geo-political conditions, including political or civil unrest or changes in trade policy; hostilities, or fear of hostilities, including future terrorist attacks, that affect travel; travel-related accidents; natural or man-made disasters, weather and climate-related events, such as earthquakes, tsunamis, tornadoes, hurricanes, droughts, floods, wildfires, oil spills, nuclear incidents, and global outbreaks of pandemics or contagious diseases, or fear of such outbreaks; the pace and consistency of recovery following the COVID-19 pandemic and the long-term effects of the pandemic, additional resurgence, or COVID-19 variants, including with respect to global and regional economic activity, travel limitations or bans, the demand for travel, transient and group business, and levels of consumer confidence; the ability of third-party owners, franchisees, or hospitality venture partners to successfully navigate the impacts of the COVID-19 pandemic, any additional resurgence, or COVID-19 variants or other pandemics, epidemics or other health crises; our ability to successfully achieve certain levels of operating profits at hotels that have performance tests or guarantees in favor of our third-party owners; the impact of hotel renovations and redevelopments; risks associated with our capital allocation plans, share repurchase program, and dividend payments, including a reduction in, or elimination or suspension of, repurchase activity or dividend payments; the seasonal and cyclical nature of the real estate and hospitality businesses; changes in distribution arrangements, such as through internet travel intermediaries; changes in the tastes and preferences of our customers; relationships with colleagues and labor unions and changes in labor laws; the financial condition of, and our relationships with, third-party property owners, franchisees, and hospitality venture partners; the possible inability of third-party owners, franchisees, or development partners to access the capital necessary to fund current operations or implement our plans for growth; risks associated with potential acquisitions and dispositions and our ability to successfully integrate completed acquisitions with existing operations, including with respect to our acquisition of
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