Purpose: This study aims to examine the human resources (HR) knowledge and cross-cultural and interpersonal skills needed by HR managers/directors to administer the integrated resort and hotel (IR&H) organizational talent. Design/methodology/approach: This paper uses a qualitative method in the form of extensive interviews. Findings: The labor-intensive nature of the IR&Hs have forced these organizations to be innovative in terms of retaining their top talents and to look overseas for foreign workers to ensure smooth operations. Research limitations/implications: The research is limited to two Asian geographies and the high regulatory nature of the industry correspondingly limits the number of HR executives in operation within IR&Hs. Practical implications: This paper provides insights for current and future Asian-based IR&Hs policy planners and HR managers. Social implications: The paper provides an understanding of national and organizational skills shortages and their impact upon work and workers. Originality/value: No previous comparative research in relation to Singapore and Macau has been conducted. © 2021, Emerald Publishing Limited.