PEOPLE FIRST - SYLWIA PAWELCZYK-MASLUK, GLOBAL SENIOR VICE-PRESIDENT TALENT & CULTURE, SOFITEL, MGALLERY, EMBLEMS, ACCOR: "WE BELIEVE THAT PEOPLE ARE THE ULTIMATE LUXURY"
In our "People First" series, human resources leaders share insights on recruitment and retention strategies.Category: Worldwide Career - Interviews
Interview made by Sonia Taourghi on 2025-06-25
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 Sylwia Pawelczyk-Masluk, Global Senior Vice-President Talent & Culture Sofitel, MGallery, Emblems, Accor
Sylwia Pawelczyk-Masluk, Global Senior Vice-President Talent & Culture Sofitel, MGallery, Emblems, Accor, answers our questions about recruitment, the onboarding process, and career development and gives key advice for a successful career in luxury hospitality.
Journal des Palaces: Can you tell us more about your recruitment process?
Sylwia Pawelczyk-Masluk: At Sofitel Legend, Sofitel, MGallery, and Emblems, our recruitment strategy is global in structure yet attuned to local nuances. Each market presents its own set of dynamics; some are talent-rich, while others require a more proactive and agile approach to attraction. In highly competitive markets such as France, timing is everything - our hotels must move swiftly to secure top-tier talent.
Our recruitment process is underpinned by meticulously crafted interview guides, ensuring we identify not only technical and behavioural competence but also alignment with our brand DNA. We seek individuals who exude emotional intelligence, empathy, and the intangible qualities that define luxury: elegance, authenticity, and passion. Candidates must resonate with our brand ethos and embody the spirit of Cousu Main, our Sofitel signature, which represents a heartfelt service philosophy and Magic at MGallery, immersing guests in culturally inspired, unforgettable experiences.
We are intentional about the candidate journey; it is, after all, the first encounter with our Brands. From the very first conversation, we strive to create an experience that reflects the care and attention we extend to our guests. This belief in the symmetry of attention, where the way we treat our teams mirrors the way we treat our guests, is foundational to our talent culture.
How do you integrate new talents into the Maison?
At Sofitel Legend, Sofitel, MGallery, Emblems, onboarding is more than a procedural necessity - it is a defining moment, a curated experience. We understand the power of first impressions and are devoted to creating a sense of belonging even before they start their journey with us on Day One.
Every new “HEARTIST” - our term at Accor for the passionate professionals who bring our brand to life - is welcomed with a personalised note, reflecting our commitment to thoughtful, human-centric touches. Our onboarding experience seamlessly blends digital innovation with human connection, combining interactive e-learning with live sessions that immerse newcomers in our history, values, and universe.
We ensure our hotels are equipped to deliver this experience with consistency and excellence. Our ambition is for every new Heartist to feel instantly part of a greater purpose - recognised, empowered, and inspired to contribute from the very beginning.
What kind of career development programmes do you offer?
We believe that people are the ultimate luxury. Our development philosophy is both refined and inclusive, tailored to diverse aspirations and stages of growth.
We offer two complementary development tracks:
● Fast-Track, for those ready to ascend to their next leadership role;
● Mastery, for those deepening expertise and excelling within their current position.
One of our proudest initiatives is Reveal Talent, a social mobility programme designed to uplift individuals without formal education, supporting them as they step confidently into their first management role. Through mentorship and structured learning, this initiative transforms potential into performance.
Our Future Leaders Development programme nurtures emerging talent with immersive experiences and practical leadership foundations, preparing them for their first leadership roles in people management. Meanwhile, Leaders in the Move offers an eight-month journey for current managers poised to become department heads, blending strategic business insight with leadership finesse.
For those on the path to General Management, Extraordinaire is our flagship fast-track programme. This 15-month journey develops advanced leadership capabilities, emotional intelligence, operational mastery, and the nuances of luxury stewardship.
Complementing all of this is Leader as Coach, a transformative programme that empowers our leaders to coach, guide, and inspire others, fostering a culture of feedback, trust, and continuous growth.
Every journey is meticulously crafted, combining digital learning, in-person facilitation, immersive simulations, and practical application. At Sofitel Legend, Sofitel, MGallery and Emblems, we don’t just build careers - we sculpt futures.
What internal mobility opportunities are available to your collaborators?
We embrace the uniqueness of each career journey. Our approach to internal mobility is tailored, recognising that aspirations are as varied as the individuals who hold them.
Opportunities range from horizontal mobility, such as moving into a new department or region, to vertical growth, such as progressing from Director of F&B to General Manager. Our expansive global footprint, with over 240 properties across Sofitel Legend, Sofitel, MGallery, and Emblems, offers unparalleled pathways. And as part of the larger Accor family, our talent can also explore careers across our 45+ brands worldwide.
Mobile talents engage in personalised career conversations and may be enrolled in our development programmes to align their trajectory with future opportunities.
What is your best advice for building a successful career in luxury hospitality?
Luxury hospitality is not merely a profession - it is a calling. To thrive, one must marry technical acumen with emotional depth, cultural literacy, and an unwavering commitment to excellence.
Luxury guests seek anticipatory service – discreet yet intuitive. Success lies in your ability to notice the unspoken, to deliver bespoke moments that feel both natural and profound. Cultivate empathy, poise, and discretion. In luxury, the most minor details speak volumes - from tone of voice to grooming, timing, and tact.
Invest in broadening your world - be it through languages, etiquette, fine dining, art, or global cultures. Develop cultural intelligence; your guests will be as diverse as the world itself.
Surround yourself with mentors and sponsors, and seize opportunities for feedback. Join professional associations, speak at industry events, and most importantly, remain humble and resilient. See every challenge as an opportunity to grow, and every colleague as deserving of the same grace extended to a guest.
And finally, own your brand. In today’s digital age, your personal presence is part of your luxury identity. Maintain a polished LinkedIn profile, contribute thoughtfully to industry dialogue, and become an ambassador of both your values and your brand.
What qualities do you seek in prospective talent?
As our CEO Maud Bailly aptly states, “Luxury is a matter of attitude - it’s about how you make others feel.” Our ideal candidates embody what we call the luxury mindset: Humble Excellence, Distinguished Presence, Elevated Emotional Intelligence, and Passion and Pride for our brands.
We prize genuine care, proactive optimism, and unshakeable integrity. We have a zero-tolerance policy for behaviour misaligned with our values - these standards are non-negotiable and safeguarded with vigilance.
What CSR measures are in place at your brands?
At Accor, and within Sofitel Legend, Sofitel, MGallery and Emblems, we are deeply committed to social responsibility - particularly the “S” in CSR. Under the stewardship of our CEO, gender balance and social mobility remain key priorities.
We actively track and advance female representation in leadership, offering dedicated training and development programs, mentoring opportunities, and enabling growth through leadership pipelines. Metrics, such as the percentage of female general managers and vice presidents, are closely monitored.
We honour and recognise the most impactful initiatives promoting gender equity through our annual RiiSE Trophy. At the same time, our social lift programmes support colleagues without secondary education, equipping them with the skills to progress into leadership roles.
These efforts are more than corporate commitments – they are expressions of our belief that luxury must be inclusive, empowering, and human at its core.
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