Has Esprit missed the Hilton moment?

Purpose – Explores strategic and first‐line managers' perspectives on their role in human‐resource management and human‐resource development. Design/methodology/approach – Uses information collected from 76 hotels, owned by Hilton UK, via self‐administered questionnaires to strategic and first‐line managers. Findings – Reveals that a higher proportion of strategic managers than first‐line managers reported involvement in HR activities, despite the operational and teamwork emphasis of first‐line managers' jobs in particular. The personal level of responsibility for team members and responsibility for HR in teams is perceived to be higher among the strategic‐manager respondents than first‐line respondents. Only the strategic managers considered that HRD is viewed as important. The strategic managers rated their working relationships with HR specialists in their hotels higher than the first‐line managers did. A large majority of first‐line managers saw heavy workloads and short‐term job pressures as hindrances to involvement in HR roles. Practical implications – Contends that there is potential for first‐line managers in Hilton's UK hotels to engage more in the HR activities that underpin the company's service culture. Originality/value – Highlights the importance of ensuring that HR is seen as a critical component of all hospitality‐management education programs.