In an exclusive interview with Marketing in Asia, Sabrina Abdullah, Country Director of Human Resources at Marriott International, shares insights into the dynamic landscape of the hospitality industry in Malaysia. As the country experiences a resurgence in travel and prepares for Visit Malaysia Year 2026, Marriott International faces the challenge of recruiting and retaining top talent to support its rapid expansion. Sabrina delves into the company’s innovative recruitment strategies, including the ‘Be Bus’ campaign, and discusses how Marriott is navigating the evolving employment landscape to continue delivering exceptional hospitality experiences.
What are the primary recruitment challenges Marriott International faces in Malaysia’s hospitality sector, and how is the company addressing them?
One of the primary recruitment challenges Marriott International faces in Malaysia’s hospitality sector is managing the substantial surge in growth fueled by the resurgence of travel, particularly in the Asia Pacific region. With Malaysia recording nearly 29 million foreign arrivals in 2023 and with Visit Malaysia Year on the horizon in 2026, the country is poised for an unprecedented growth trajectory. As travel demand rebounds strongly, the need for skilled hospitality professionals has increased significantly. This surge in travel and hospitality growth presents a unique set of challenges in ensuring that we have the right talent to provide the high level of service that Marriott is known for globally.
In Malaysia, we have already opened four new hotels in the first half of the year—Moxy Putrajaya, Penang Marriott, Perhentian Marriott Resort, and Courtyard by Marriott KL South—with two more set to open by the end of the year. This rapid expansion underscores the critical need for a robust recruitment strategy to support our growth. To address this, Marriott International is focusing on several key initiatives, including the recent Marriott Be Bus campaign.
Additionally, we continue to forge partnerships with local educational institutions, such as UOA Academy, UITM, Taylor’s University and MyFutureJobs, to name a few, to create a pipeline of talent. By collaborating with these institutions, we offer internships, apprenticeships, and training programmes that provide students with hands-on experience in the hospitality industry.
Retaining our talented employees is as important as recruiting new ones. We have implemented various retention initiatives, including competitive compensation packages, recognition programs, and career advancement opportunities to ensure our team members feel valued and motivated to stay with us long-term. By addressing these recruitment challenges through strategic partnerships, targeted campaigns, and comprehensive retention initiatives, Marriott International is well-positioned to continue its growth and deliver exceptional hospitality experiences in Malaysia.
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Can you elaborate on the objectives and strategies behind Marriott’s innovative ‘Be Bus’ campaign?
Marriott launched the first-of-its-kind Be Bus campaign in Malaysia. We recently launched the roadshow across Peninsular Malaysia, such as Kota Bharu, Kuala Terengganu, Seremban, Johor Bahru, Alor Setar, and Ipoh, to recruit and personally connect with local talent to join the family of 7,000 associates in 50 Marriott Bonvoy hotels and resorts across Malaysia. With this campaign, we aim to leverage Marriott Bonvoy’s value to solidify the brand’s trustworthiness and industry leadership.
What are the key elements that set this campaign apart from traditional recruitment approaches?
The Be Bus campaign is a dynamic roadshow that sets itself apart from traditional recruitment approaches by visiting multiple locations across West Malaysia. This strategy allows us to reach a broader and more diverse talent pool by engaging candidates directly within their own communities. By partnering with colleges, PERKESO, and leveraging their networks, we can access a vast database of potential talents, significantly enhancing our recruitment efforts.
Additionally, the on-ground tours enable us to adapt to different contexts and respect diverse cultures, which helps us connect personally with candidates and add a personal touch often missing in traditional methods. It is also rare for an international hotel group such as Marriott to recruit within smaller provincial towns as well as urban cities. However, through this campaign, we aim to tap into local talent, demonstrating our commitment to inclusivity and community engagement.
How is the integration of Marriott Bonvoy into the ‘Be Bus’ campaign enhancing brand recognition and attracting top talent? What synergies have you observed between the loyalty programme and your recruitment efforts?
Our focus with the ‘Be Bus’ campaign is on showcasing the diversity of brands under the Marriott Bonvoy umbrella to grow awareness and attract top talent. By highlighting the multiple brands, hotels, and resorts within our portfolio, we demonstrate to potential candidates that there are varied and exciting career opportunities available beyond the traditional hotel roles. This includes positions in engineering, finance, sales and marketing, and many other fields.
Through the ‘Be Bus’ campaign, we aim to reach a wide audience and show that a career with Marriott can cater to a diverse range of skills and professional backgrounds. This broadens our appeal and helps us attract talent from various disciplines, ensuring we build a robust and versatile workforce. The campaign is designed to raise brand awareness and present Marriott as an inclusive and dynamic employer with opportunities across multiple sectors and locations.
Given the rapidly changing employment landscape, what proactive steps is Marriott International taking to navigate these transitions and capitalise on emerging opportunities in the hospitality industry?
Given the rapidly changing employment landscape, Marriott International is taking proactive steps to navigate these transitions and capitalise on emerging opportunities in the hospitality industry. In Malaysia, the job landscape is evolving due to technology and the shifting of employees’ preferences, leading to a demand for diverse skills. Marriott International addresses these changes head-on by investing in programmes and partnerships that unlock access to training and mentorship opportunities across our business.
For example, we have partnered with PERKESO MyFutureJobs, to launch the Marriott Bonvoy Be Bus campaign. This campaign reaches applicants from non-hospitality backgrounds and redefines traditional hotel job roles by focusing on subject-matter expertise, such as veterans and business stewards, rather than task-oriented definitions. This approach allows us to be nimbler in meeting operational changes and shifts in demand, delivering seamless service to our guests.
Marriott International’s approach is guided by our People First culture, creating an environment of continuous learning where career journeys are tailored to the needs and aspirations of individual associates. Our career development framework, ‘Become’, provides all Marriott hires with a personalised development plan from the start, with clear short- and long-term goals set and re-evaluated with their superiors. This approach aims to cultivate more curious, courageous, and connected leaders.
By taking these proactive steps, Marriott International is not only adapting to the rapidly changing employment landscape but also setting a standard for the hospitality industry.
Looking ahead, what are Marriott International’s key priorities and initiatives for talent management and development in Malaysia? How do you envision the future of hospitality recruitment evolving in the coming years?
Marriott International in Malaysia is committed to prioritising diversity, equity, and inclusion (DEI) as fundamental to driving innovation and sustainability in the hospitality industry. In response to the evolving employment landscape, Marriott continues to champion women’s advancement through initiatives like the Women Ambassador Network in Asia Pacific, which aims to foster a robust pipeline of female leaders. Our “TakeCare Culture” underscores our commitment to our associates’ physical and mental well-being, with dedicated ‘TakeCare Champions’ organising activities that promote wellness and community engagement. We also prioritise mental health training for leaders to support their teams effectively, creating a supportive work environment.
Looking forward, Marriott International is focused on nurturing the next generation of leaders through comprehensive leadership development programmes. By fostering open communication channels and leveraging feedback from our associates through initiatives like the Marriott Associate Engagement Survey, we ensure our strategies align with employee needs and aspirations, enhancing overall engagement and retention.
Looking ahead, Sabrina Abdullah envisions a future where Marriott International continues to lead in talent management and development, prioritizing diversity, equity, and inclusion, and fostering a culture of continuous learning and well-being. With comprehensive leadership development programs and a commitment to employee engagement, Marriott is poised to attract and retain top talent in Malaysia’s hospitality sector. Through strategic initiatives and a focus on innovation, Marriott International aims to set new standards in the industry, ensuring sustained growth and excellence in hospitality for years to come.
