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Sara Piper, Executive Director of People and Talent Acquisition, Fontainebleau Las VegasSara Piper, Executive Director of People & Talent Acquisition at Fontainebleau Las Vegas, brings a career spanning strategic HR development, talent acquisition and organizational design, all grounded in a deep commitment to employee-centric growth. From building an entire HR function during Fontainebleau’s development phase through opening and leading programs for over 6,500 employees, her journey demonstrates agility in dynamic environments.
In this interview, Piper shares how she balances AI analytics with human empathy in recruiting, leverages data-driven strategies to embrace non-traditional career paths, refocuses job descriptions on core competencies over credentials and champions relationship-driven hiring to accelerate results and foster inclusive cultures.
Leadership Journey at Fontainebleau
I am proud to have been one of the first two HR professionals hired at Fontainebleau Las Vegas during its development stage. Alongside our Chief People Officer, Kim Virtuoso, I joined as employee number sixteen. Together, we hit the ground running—building our People Department with a talent acquisition strategy aligned with the organizational vision.. Today, as Executive Director of People & Talent Acquisition, I oversee core verticals such as Talent Acquisition, Benefits, Leave of Absence Management, Compensation, HR Compliance and Human Resources Information System (HRIS).
Under each of these areas, a dedicated team of specialists drives execution—from designing recruiting strategies to implementing policy and technology solutions. Every initiative we roll out is grounded in our shared commitment to supporting Fontainebleau’s ambitious growth while delivering an elevated experience internally for every employee.
Harmonizing Technology and Personal Connection
In our People Department, artificial intelligence (AI) plays a strategic role in numerous specialized functions, but preserving the human element and emotional intelligence in hiring remains essential. AI cannot convey our employee value proposition. While algorithms can analyze data, predict job success and evaluate technical skills, they cannot discern the subtleties of human potential.
Interviewing requires genuine human engagement— only a recruiter can identify passion, resilience, cultural fit, enthusiasm, collaboration, capacity and adaptability through conversation. Similarly, new-hire orientation depends entirely on live interaction. It introduces newcomers to our organization’s energy, helps them feel the excitement of their colleagues and shows the fun and possible ways we will support their career development.
“Talent acquisition is not about checking a box or filling a seat, it’s about finding the right people who will drive innovation, enhance company culture and contribute meaningfully to business success. Recognizing this human impact is essential for our organization’s success, as it fosters engagement and builds a workforce that’s not just skilled but motivated and invested in the organization’s vision.”
At the same time, we harness AI for truly granular people analytics. By dissecting detailed statistics and candidate data, we uncover how best to position our brand, engage talent and address what people genuinely want in a role—insights that form the foundation of a targeted talent acquisition strategy. We also embrace non-traditional work experiences. Gig workers, side hustles and career pivots are evaluated based on core competencies, practical achievements and transferable skills rather than a fixed resume template. Integrating this analytics-driven approach into our talent strategy ensures we move forward with clarity and precision, crafting solutions that resonate with today’s dynamic workforce while keeping the vital human connection at the heart of everything we do.
Cutting Outdated Job Requirements
Job descriptions often begin with rigid qualifications such as years of experience and formal degrees. This approach can screen out passionate candidates who bring the learning agility and cultural alignment we value. We should focus on core competencies, soft skills and growth potential rather than fixed timelines.
A strong academic record does not always translate into practical ability. Real-world proficiency emerges through hands-on projects, professional certifications and curated portfolios. Therefore, hiring managers must evaluate candidates on demonstrated capabilities and adaptability in real contexts instead of relying solely on paper credentials. By prioritizing skills over degrees, we expand our talent pool to include individuals who can learn, evolve and contribute meaningfully to our organization’s success.
Building Hiring Relationships
If I led a global masterclass for hiring managers, my first lesson would be fostering trust through relationship building. Processes, systems and scorecards are important, but without genuine connections, they fall flat.
This approach builds trust and cultivates empathy and a shared understanding of each role’s unique demands. It accelerates decision-making and delivers a consistent, compelling experience to every applicant. When hiring leaders and recruiters stand united, candidates instantly feel our brand promise of collaboration, excellence and guest-focused service.
Guiding Future Talent Leaders
There are several qualities we look for in successful talent acquisition professionals. Agility and creativity are essential, as is the ability to represent the company convincingly and negotiate compensation confidently. Equally important is building strong relationships with internal peers since this collaborative spirit carries over when engaging candidates.
A deep understanding of the business, paired with emotional intelligence, allows recruiters to step into a candidate’s shoes and appreciate what the role truly means for that person. Talent acquisition is not about checking a box or simply filling a seat, it is about finding the right people who will drive innovation, enhance company culture and contribute meaningfully to business success. Professionals who recognize this human impact and maintain the self-awareness to understand their influence make the greatest difference.
Guided by that philosophy, our goal is to build a peoplecentric talent ecosystem at Fontainebleau Las Vegas, combining data-driven analytics with human empathy, to attract diverse, high-potential candidates, foster inclusive growth and empower employees to thrive, innovate and shape elevated guest experiences.
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