Springboard Hospitality

Cherise Lee Campbell is a dynamic HR leader at Springboard Hospitality, blending over a decade of hospitality experience with a passion for culture, innovation, and people development. Known for her energetic and modern approach, she champions inclusive, community-driven workplaces and actively gives back through board service and mentoring future industry leaders.

In an exclusive interview with Manage HR, she shared invaluable insights on a human-centered, inclusive approach to talent and culture, blending empathy, strategy, and joy to build thriving workplaces.

Can you walk us briefly through your leadership role as Corporate Director of Talent Development & Culture? What are your key responsibilities and areas of focus?

As the Corporate Director of Talent Development and Culture at Springboard Hospitality, I have the incredible privilege of helping shape the employee experience for a diverse team of more than 2,000 individuals across 14 states. My leadership is grounded in the belief that workplace culture should make people feel not only supported in their roles but also inspired in their careers and genuinely connected to the community around them.

One of the initiatives I’m most proud of is the Culture Champion Club, which I created to empower team members across our properties to take ownership of culture within their workplaces. What began as a simple idea to increase engagement has evolved into a company-wide movement rooted in service, wellness, community involvement, team connection, and workplace safety. I continue to guide and support this initiative to ensure it reflects the voices of our teams and strengthens the bonds between them.

I also collaborate closely with our hotel leaders to cultivate inclusive, welcoming environments where every team member, regardless of title, background, or experience, feels a sense of purpose and belonging. My work is not just about programs or policies. It is about people, trust, and building a culture that inspires everyone to bring their whole selves to work.

● How can HR leaders move beyond traditional models and adopt a more human-centered, cultureforward approach to talent development?

It starts with shifting your mindset. Traditional models tend to view people through the lens of performance and policy, but a human-centered approach recognizes that people are whole beings. They bring their personal stories, emotions, dreams, and challenges to work every single day. When we lead with empathy and intention, we create cultures that nourish the whole person.

At Springboard, we ask ourselves powerful questions. How does this program make someone feel? How does it support their growth? How do we make space for connection? We’ve learned that talent development is most impactful when it creates opportunities for belonging and meaning, not just advancement.

We use technology to support that vision, but we also infuse every touchpoint with humanity. Our training isn’t just content delivery, it’s a conversation. Whether we’re hosting in-person learning circles, launching digital modules, or celebrating progress, we make sure our people feel involved and invested. Cultureforward leadership means being flexible, compassionate, and deeply intentional. You don’t just build processes; you build experiences that people want to be a part of.

● What are the key ingredients to building a workplace culture that is not only inclusive and empowering but also fun and energizing for employees?

To create a culture that feels alive, you need to foster trust, joy, and belonging. Inclusion is the foundation, empowerment is the outcome, and fun is what keeps the energy flowing.

“Culture isn’t a policy, it’s a living experience. When people feel seen, heard, and celebrated, workplaces become communities that inspire growth, purpose, and joy”

At Springboard, we take culture seriously but we also make it joyful. We understand that when people can laugh together, create together, and celebrate together, they build relationships that go beyond job roles. Those connections are what turn coworkers into teammates and workplaces into communities.

We celebrate moments that matter, from cultural heritage months to themed engagement days to property-led wellness events. More importantly, we create space for employees to shape what culture looks like in their environments. Our Culture Champions lead initiatives that reflect their local communities and team dynamics. It’s not top-down; it’s grassroots and heartfelt.

A fun and energizing culture doesn’t mean you have to entertain people— it means you invite them to be part of something meaningful. When people feel like they belong and are given room to be creative and authentic, the culture becomes something they are proud to help build.

● In what ways can talent development strategies help bridge generational gaps and engage newer entrants to the workforce in a meaningful way?

Each generation brings a different rhythm, a unique voice, and a new way of viewing the world. The key to bridging those gaps lies in creating development opportunities that are flexible, inclusive, and rooted in shared purpose.

Younger generations want more than a paycheck. They want meaning, mentorship, and opportunities to grow in ways that align with their values. That’s why we design programs that speak to different learning styles and motivations. We offer training in multiple formats, including digital, visual, experiential, and peer-led, so that every team member can engage in a way that feels natural and empowering.

We also ask for their input. We conduct annual engagement surveys and mid-year pulse checks through our thirdparty partner, Custom Insights, to ensure our strategies are grounded in real voices, not assumptions. This feedback helps us shape experiences that resonate and build bridges through empathy, communication, and trust.

At Springboard, we don’t just train for tasks, we develop for purpose. We want every team member, whether they’ve been in the workforce for decades or are starting their first job, to feel that they have a future here and that their perspective matters.

● If you could offer one piece of advice to emerging HR leaders looking to shape meaningful workplace cultures, what would you tell them about balancing strategy with heart?

Lead with love and clarity. Let your strategy be guided by metrics and goals, and let your leadership be guided by empathy, authenticity, and care. Culture work is deeply human. It is about building trust, creating safe places, and inspiring people to bring the best of themselves to work, especially when it’s hard.

My advice is to never lose sight of the human moments. Be the person who notices when someone is struggling. Be the leader who celebrates the quiet wins, not just the obvious ones. Take the time to listen without rushing to solve. Ask, “How are you, really?” and mean it. When you show up consistently with compassion and accountability, you create a culture where people know they are valued and trust that they can grow.

Balancing heart and strategy means you’re not just achieving goals, you’re changing lives. You’re cultivating connection, not just compliance. When people feel a part of something that sees them, values them, and believes in them, culture transforms from a concept into a living, breathing force. It becomes a legacy; one your people will carry forward with pride.