Purpose Using the Delphi technique, this paper aims to investigate how human resource experts perceive service robots will impact leadership and human resource management in the hospitality industry. Design/methodology/approach A three-stage Delphi study with hotel industry human resource experts was conducted to identify the key trends and major challenges that will emerge in the next ten years and how leaders should deal with the challenges brought about by service robot technologies. Findings The results show that while service robots are anticipated to increase efficiency and productivity of hotel activities, they may also pose challenges such as high costs, skill deficits and significant changes to the organizational structure and culture of hotels. Therefore, the anticipated applications and integration of robotic technology will require leaders of the future to carefully consider the balance between the roles of service robots and human employees in the guest experience and to nurture a work environment that embraces open-mindedness and change. Originality/value This is the first type of study to examine hospitality leadership and human resource management in the context of robotized hotels. This study has taken an important step to understand the leadership role in robotized hotels from a human resource perspective and brings clarity as to how robotic technology can influence leadership in the future workplace.

<p>Humanity is facing an increasingly challenging outlook for energy needs and the planet. Royal Dutch Shell is a global group of energy and petrochemicals companies with approximately 100,000 employees in more than 80 countries that is committed to help meet the challenges of the new energy environment in a sustainable and responsible manner. My statement will present some of the future trends and possible implications which can be seen for organization design within Royal Dutch Shell (Shell) and which are applicable to other large, complex enterprises. It largely represents the personal views and reflections of a practitioner both inside and outside of Shell’s human resources (HR) function in the United States. Using the lens of organization design, we will review the themes that emerged from the Shell Energy 2025 and Shell Energy 2050 global scenarios. Next, we will discuss Shell’s previous experience, challenges, and issues related to organization design, and how the recent redesign of the HR function has provided wider space and crisper focus to meet the challenges of the future. Finally, we will review the design challenges that the future trends impose upon the organization design practice. Although these challenges and implications are derived from experience working in Shell and its joint ventures, they are not confined solely to Shell. Because many of the challenges discussed below would benefit from scholarly research, the statement represents a practitioner’s view on how the future of organization design may play out.</p>

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