Leadership series: Guillaume Hapian

Where industry leaders share their stories: the CORE Leadership Series with Guillaume Hapian, Head of Human Resources - Printemps New York.

Tell us a little about yourself and your business.

I’m the HR at Printemps New York, a unique hospitality & retail destination in the heart of New York City. 

It’s one of the most beautiful stores in the U.S, offering a very wide and exclusive range of products. We combine fashion with five food & beverage outlets including gourmet restaurant, creating a truly distinctive experience.

This project represents an incredible universe, blending the French art de vivre with American hospitality.

I joined the project during its pre-opening phase in 2024 as one of the very first employees. Since then, we have grown to more than 200 employees. I have been involved in building the entire HR function from scratch, meeting every team, and creating all HR processes and policies.

Originally, I graduated with an MBA and started my career in Human Resources within luxury hotels and retailers in Paris and New York.

If you could influence one thing about the future of hospitality, what would it be, and why?

Making sure that hospitality remains deeply human!

More than just a service, it is an extraordinary journey where every interaction leaves a lasting memory. It means truly listening and understanding the needs of both guests and employees, responding with empathy and genuine care. It is about connecting on a human level, feeling and anticipating what people need, and creating authentic bonds. 

Every moment matters, and nothing happens by accident. Hospitality is a journey of the heart: it is about wanting the best for others, understanding them deeply, and making every experience meaningful and unforgettable.

What do you see as the biggest challenges currently facing the landscape where you are and how should/will a business like yours respond?

Today, employees want to go beyond the standard framework, yet sometimes they settle for doing the minimum. This isn’t always due to a lack of motivation, but often because of a lack of leadership and confidence in themselves.

Companies are now looking for motivated individuals who are willing to take initiative and be entrepreneurial. The main challenge is therefore keeping people motivated by providing the right tools and opportunities to grow. In an international group, this can be implemented relatively easily.

Training, development, and coaching are key levers, and I work on them daily with managers to ensure employees feel supported and empowered.

What is or are your biggest career achievements?

Perhaps being an HR Director in my twenties, managing a scope of nearly a thousand employees across an entire country, but I also took the risk of leaving my comfort zone in Paris to explore opportunities in New York City. This experience allowed me to show that international career pathways in HR exist.

I am deeply grateful to my peers and everyone who contributed along the way; without their support, I would not have succeeded.

Have there been any hard decisions you had to take as a business leader?

Yes, absolutely. Working in HR, making difficult decisions is part of the role, especially when it comes to workforce adjustments. It’s never easy, but the approach you take makes all the difference.

Throughout my experience in HR, particularly during periods of reorganization, I’ve had to navigate challenging situations, especially during the COVID-19 crisis, which led to layoffs. 

Behind every role, there is a person with a life, responsibilities, and commitments, and the impact of these decisions can be significant.

Decisions must always be made with fairness, empathy, and integrity. Taking the time to communicate clearly and support people through these transitions is essential.

How do you prioritize tasks when everything feels like a priority?

For me, it always starts with the people involved. Many tasks affect others, and they rely on me to respond so they can make decisions. Nothing frustrates people more than waiting for an answer or facing miscommunication.

I try to distinguish between what is truly urgent and what can wait, always asking: what’s the real impact if I respond now versus later? This way, I can act thoughtfully without feeling overwhelmed.

I also make it a point to be available and supportive. People who count on me appreciate my responsiveness and the fact that they feel heard.

At the end of the day, it’s about balancing responsiveness with thoughtful decision-making, making sure people feel supported while the work gets done efficiently.

How do you stay updated on industry trends, customer expectations, and regulatory changes?

Of course, with social media, but more importantly, I rely on a strong network. I regularly attend networking events and workshops, whether with chambers of commerce, embassies, schools, or professional advisory groups. I genuinely enjoy staying curious and continuously learning about what’s happening in the industry.

Nothing is more valuable than direct exchange. Speaking with clients and employees gives real, immediate insight into expectations and evolving needs. It’s essential to listen, adapt, and constantly reinvent ourselves to stay relevant.

What advice would you give emerging leaders who want to shape the future of hospitality? 

Explore the world, learn about different cultures, and truly love people. At our best, we are in service to others, and it’s important to find joy in what we do while creating joy for others.

We may not save lives in our industry, but we have the power to make them sparkle. Be empathetic, share your knowledge generously, and encourage those around you. 

And above all, dare, there’s no time for being overly cautious!

“𝘉𝘦𝘭𝘪𝘦𝘷𝘦 𝘺𝘰𝘶 𝘤𝘢𝘯 𝘢𝘯𝘥 𝘺𝘰𝘶'𝘳𝘦 𝘩𝘢𝘭𝘧𝘸𝘢𝘺 𝘵𝘩𝘦𝘳𝘦” – 𝘛𝘩. 𝘙𝘰𝘰𝘴𝘦𝘷𝘦𝘭𝘵