What are the problems in hotel human resource management?

1 Current situation and problems of hotel human resource management

Nowadays, hotel operators pay more attention to the management of human resources than before, and the original "Personnel Department" and "Labor Department" have basically been changed to "Human Resources Department". But in fact, many hotels have not changed their medicine. Compared with the original personnel department, the functions of the new department have not changed. Human resource management has not played its due role and there are many problems.

(A) employees themselves do not know enough about the service industry, and demand too much job benefits, resulting in a shortage of staff.

Judging from the current recruitment situation, modern job seekers have low social recognition of the service industry, and employees have high requirements for salary and benefits such as vacations and bonuses, which is in contradiction with the hotel salary and benefits system. In addition, some employees cannot adapt to the labor intensity of the hotel. Take the Ministry of Home Affairs as an example, they can't adapt at all, so it is difficult to recruit people and can't meet the job requirements.

(B) insufficient attention, human resource management and hotel development strategy out of touch.

Most hotel operators believe that human resource management belongs to logistics management, and sustainable development can be achieved as long as the hotel is made stronger and stronger. Once the operating income is stable or slightly decreased, and the cost is too high, hotel operators will first consider the issue of human resource cost to control the overall cost of the hotel, while ignoring the importance of "people-oriented" of the enterprise.

(3) Practical prescriptions First, the attention paid to talents is not high.

Many hotels always have such a requirement when recruiting talents: they have more than X years of work experience. They disdain to recruit talents in colleges and universities. In their view, even the best graduates can't create value for themselves immediately. At the same time, many hotel people think that talents are candles, and recruiting people is to give talents a chance to release light and heat. The practicality and timeliness of talents are vividly reflected in the employment of enterprises today, and talents are needed in battlefields, hotels and other shopping malls.

Is a practical talent, it is best to recruit people to take the lead. Enterprises are unwilling to spend a lot of manpower and financial resources on talent training and career planning.

(D) Lack of effective incentive mechanism

Motivation is the core of enterprise human resource management and an important means to attract and retain talents. Most hotels, whether material or spiritual, have not really played an effective role. Hotels belong to the service industry. Compared with other industries, the salary of employees is not competitive, and it is empty talk to keep people with high salaries. With the development of society, the hotel industry has new requirements in hardware and software, and higher requirements for employees. But in practice, both vocational high school students and college students are working at the same starting line and holding the same salary, which has hit the enthusiasm and self-confidence of college employees to some extent. The hotel's psychological consideration and dedication to employees are somewhat poor.

(E) Low employee loyalty to the hotel and high employee turnover rate.

The normal turnover rate of general enterprises is 5- 10%, and the turnover rate of a labor-intensive hotel industry should not exceed.

15%。 For the current hotel industry, there are 12 months in a year, and the turnover rate of four months is as high as 25%.

Around us, such a serious phenomenon of personnel flow has to arouse our deep thinking.

Second, the hotel human resource management countermeasures and innovation

(A) to strengthen the importance of human resource management, the implementation of strategic human resource management.

Human resource management should go hand in hand with the development of hotels. Incorporating human resource management into hotel management has become a favorable weapon for hotels to implement strategies and promote development. Hotel operators must attach importance to human resource management. In foreign top hotels, a good hotel CEO is first and foremost a good personnel manager. The success of human resources development and management depends first on the participation of senior leaders. Only high-level personnel participate in and attach importance to human resource management, and the hotel has been

The camp can be promoted in harmony.

(2) Establish and improve an effective training mechanism and career planning to create a better future for employees.

Employees pursue not only a good job, but also a career with good development prospects, which requires hotels to strengthen the management of staff training and career planning. Training means that the hotel management department allows employees to learn according to the hotel corporate culture and different positions, so as to improve the professional quality and cultural accomplishment of employees. Career management refers to that the hotel management department makes an intra-organizational career development plan that is compatible with the overall career plan of employees according to the needs of organizational development and planning, and provides employees with appropriate development opportunities such as education, training, job rotation and promotion.

(C) establish a sound incentive system to enhance employees' sense of ownership.

Incentive methods include spiritual incentive, salary incentive, honor incentive and work incentive. Hotel managers often only implement one or two kinds of incentives for employees, ignoring the mobilization of employees' enthusiasm and initiative, which requires the combination and integration of four incentives. Mobilizing the enthusiasm and initiative of employees is to stimulate their enthusiasm for work, enhance their sense of ownership, and meet their requirements to stimulate their motivation to achieve hotel goals. So the hotel must add

Strengthen labor remuneration management and corporate culture construction; Introduce competition mechanism to enhance employees' willingness to go in.

Knowledge; Fully understand employees and enhance their self-esteem awareness; Fully trust employees and strengthen them.

Sense of ownership.

(D) the implementation of the "people-oriented" concept, improve employee loyalty to the hotel.

Hotels should implement the corporate philosophy of "people-oriented". Managers can have regular one-on-one and face-to-face communication with grass-roots employees, understand the ideological trends of employees and find the urgent needs of employees in the near future.

And give satisfaction as much as possible, so that employees have a sense of belonging to the hotel and feel their value in the enterprise. At the same time, hotels should also reuse key personnel and core technicians, provide them with a stage to display their talents, pay attention to their spiritual life and fully mobilize their work enthusiasm.

(5) Take the hotel as home and establish the sense of belonging of employees.

A good cultural atmosphere is human resources. It is necessary to strengthen employee training, correct employees' mentality in training, fully understand their own career development channels and development space, and make full use of and manage emotional management. At the same time, we should strengthen the construction of corporate culture, improve the working environment of employees, care about the development of employees, be sympathetic to their lives, strengthen the correction of employees' mentality in the training of new employees, fully understand their own career development channels and development space, and make full use of and manage emotional management to retain employees.

Generally speaking, human resource management has become a magic weapon of hotel management, and it can win in many hotels if it is owned and perfected. Therefore, hotels must attach great importance to human resource management, put employees first, and improve services with "people" in order to effectively improve service quality and achieve the ultimate goal of the hotel.