Wyndham Hotels & Resorts [NYSE: WH]

Monica Melancon is the Chief Human Resource Officer at Wyndham Hotels & Resorts, leading global human resources, training, and corporate responsibility functions across the organization. She joined Wyndham in 2018 through its acquisition of La Quinta, where she served as Vice President of Employee Relations. Before that, Melancon spent over 15 years at Target Corporation in progressively senior HR roles. With extensive experience in both corporate and operational HR leadership, she is known for building values-driven cultures and aligning people strategies with business growth across dynamic, customer-focused industries.

Through this article, Melancon shares how HR can lead through influence, not control, in a franchised environment. She discusses supporting independent owners with training, recognition, and ethical AI tools, while maintaining team wellbeing and agility. Monica also offers guidance for new CHROs, emphasizing listening, intentional change, and people-first leadership.

• Influence Over Authority in Franchised Models: In the absence of direct oversight, HR leaders drive consistency by empowering franchisees with practical tools, training, and values-based support.

• Flexibility Without Burnout: Recognition, development opportunities, and real PTO ensure the HR team stays agile and energized amid shifting business demands.

• AI With Ethics and Human Judgment: Our AI chatbot - who we’ve named Maria - helps streamline recruiting, but hiring decisions remain firmly in human hands to preserve fairness and accountability.

While franchisees manage their own human resources in line with local labor laws, we provide guidance that helps them build and retain strong teams. This includes recruiting resources, onboarding support, and role-specific training to help their people thrive.

Through Wyndham University, we offer targeted learning aligned to each property’s needs—but ultimately designed to empower the individuals managing and working in those hotels. In addition to required compliance training, our Wyndham Strong hub gives team members and leaders access to practical guidance for hiring, development, and retention—turning brand standards into people-first strategies that work across a wide range of hotel operations.

Staying Agile in Volatile Times: Flexibility Without Sacrificing Team Wellbeing

Flexibility is essential in today’s fast-changing business environment, and our HR team adapts to meet the organization’s evolving needs. At the same time, we are intentional about keeping our team energized and supported.

 Your priority isn’t proving yourself, but immersing yourself in the rhythms, values, and dynamics that make this industry distinct. 

We focus on three key areas. First, recognition is built into our culture. Whether through Kudoboard shoutouts, team meeting spotlights, or special rewards like Wyndham-branded items and Wyndham Rewards points, we ensure our team feels seen and appreciated.

Second, we invest in development. Team members are encouraged to take on stretch assignments, lead special projects, and participate in mentoring opportunities that help them grow and stay engaged.

Finally, we prioritize rest. We encourage our team to take time off and fully disconnect during their PTO. I’m a strong believer in the importance of real breaks, and we make sure our team knows it’s not only okay to unplug—it’s expected.

Preparing for Next-Gen Travel Talent: Leveraging AI Responsibly Without Replacing the Human Touch

As artificial intelligence evolves, we continue to explore how it can support our team members and enhance their work—not replace it. One area where we’ve already introduced AI is in our recruitment process, through an AI-powered tool we call “Maria.”

Maria lives on our Careers website and helps candidates navigate job searches, schedule interviews, and get instant answers to frequently asked questions. It’s not generative AI, but machine learning based on curated scripts and responses. It allows us to offer candidates a consistent, 24/7 experience while staying in control of the messaging.

That said, we are very intentional about using AI in HR. We do not rely on algorithms to decide who to interview or hire. While tools like Maria streamline logistics, people always make final decisions. Ethical use of AI matters, especially in areas where bias can creep in. There’s no substitute for human judgment in the hiring process—and we plan to keep it that way.

Advice for New CHROs in Hospitality: Lead with Listening and a Long-Term View

Stepping into the hospitality industry as a CHRO brings unique challenges and meaningful rewards. My advice begins with this: listen just as much—if not more—than you speak. Your priority isn’t proving yourself, but immersing yourself in the rhythms, values, and dynamics that make this industry distinct.

Second, focus on building bridges. Hospitality often operates within matrixed structures, so connecting leadership with frontline teams is critical. Trust and values-based culture are the cornerstones of long-term success.

Third, be intentional about change. Not everything needs to shift just because it can. Understand what should evolve, why it matters, and when the timing is right.

Finally, start with the end in mind. Ask yourself what kind of legacy you want to leave. Invest in developing future talent to ensure the organization remains strong and resilient long after your tenure ends.