How to learn management. How can hotel management retain excellent employees?

Retaining outstanding employees does not mean deliberately trying to retain a certain outstanding employee, but by establishing a mutually loyal relationship between the hotel and outstanding employees, striving to create an environment that is conducive to attracting and retaining outstanding employees. An environment that allows outstanding employees to work smoothly, develop their careers, and live and work in peace and contentment. At the same time, the hotel has also achieved its predetermined corporate goals and achieved a win-win situation for outstanding employees and the hotel. Excellent employees include not only excellent service personnel but also excellent managers.

(1) Do a good job in recruiting and selecting hotel employees

The recruitment and employment of hotel employees is an important task of hotel human resources management. It is based on the hotel human resources plan, The hotel's business objectives are to ensure the operation of the hotel's business and to follow certain hotel recruitment principles when recruiting personnel.

1. Hotel recruitment principles and recruitment requirements

Hotel recruitment should be based on the principle of planning, the principle of merit-based recruitment, the principle of "internal promotion" taking precedence over the principle of "airborne troops", and the principle of "recruitment". The principle of "locality and proximity". Hotel recruitment and hiring managers hold a certain amount of "life and death" power to a certain extent and have heavy responsibilities on their shoulders. Therefore, their own quality and the way they carry out their work will be directly related to the results of recruitment and employment. Qualified supervisors must have relevant industry knowledge, be dedicated, sincere and upright.

2. Keep "import" in check

Hotel management is inseparable from human, financial, material, information and other resources. Among the above resources, only the human resources department is the most valuable. Therefore, establishing and improving the "personnel substitution and echelon system" is an important task of the Human Resources Department. So before recruiting, a job analysis should be conducted. Proper job analysis will help improve the effectiveness of hotel employee recruitment and selection. According to the needs of hotel operation and development, combined with the actual situation of the hotel, the position distribution and personnel placement of each department should be investigated, and a more complete, reasonable and scientific position staffing should be formulated.

3. Adopt various recruitment methods

According to the work plan or preparation, adopt different recruitment methods to select the most suitable talents whose personal development goals are consistent with the organizational goals. Through a series of questions, exchanges and communication, the candidate's career orientation, interests and hobbies should be understood and grasped. Adhere to the hotel's employment principles, strictly control the quality of employees, and attract experienced management talents or energetic college graduates to join hotel companies.

In addition, "realistic work preview" should be carried out in the later stage of recruitment. This allows applicants to understand the situation of the hotel and vacant positions in advance, lower their expectations, and avoid dissatisfaction due to the gap between "ideal and reality" after entering the hotel.

(2) Improve employee training and career development plans

Hotels are a labor-intensive service industry, and the focus of competition lies in talents. Employee training and career development are important means for hotels to acquire high-quality talents and optimize human resources. Proper employee training will not only help hotel employees master the knowledge and skills of service, marketing and management, but also help the hotel form a good reputation that attaches great importance to human resource development. Practice has proved that only those hotels that are willing to invest in training can truly develop human resources and retain employees. Therefore, the following work should be done during training:

1. Follow the principles of training

The principles that should be followed include strategic principles, principles of application of knowledge, professional knowledge and skills training and Hotel culture training takes into account the principles of combining all-staff training with key improvements, strict assessment and merit-based rewards.

2. Develop a complete training plan

The training plan includes four parts: First, when formulating the training plan, you can first formulate a company-level training plan, and then formulate a department-level training plan. . Secondly, it is necessary to clarify the information of each training project, including training month, training type, training name, training method, scope of participants, key participants, cost budget, etc. Key participants will be assessed after the training. Third, department-level training plans should be discussed with each department manager.

Fourth, during the training needs survey, some employees whose work abilities do not match their job requirements will be found. In addition to using them as "key training participants" in the training plan, it is best to inform the parties of the "unqualified work skills" information. , giving them a kind of training pressure. This will make them more motivated to participate in training.

(3) Do a good job in employee performance management

Performance management is a modern concept of human resources management. The idea of ??performance management is that of She What of Bell Labs. )[6] was proposed in the 1930s. Performance management is the process by which managers ensure that employees' work activities and work outputs are consistent with the organization's goals. It is based on the managers and employees determining goals and task requirements and reaching a clear understanding of the direction of efforts, with goals as the goal. Orientation, forming a unified body of interests and responsibilities, jointly formulating and promoting the process of organizations and individuals creating high performance and successfully achieving goals. [2]

Performance management elevates employees' performance to the management level. Through the evaluation of employee performance, it maintains effective feedback to employees, stimulates employees' work enthusiasm and innovative spirit, and improves employees' work enthusiasm and innovative spirit. Career plans are closely integrated with hotel development. [5] Generally speaking, whether a hotel's human resources are properly utilized can be concretely demonstrated through performance evaluation. The results of the evaluation can be used as a basis for employee promotions and transfers, provide feedback on employees' work, and determine whether employees need training. Specifically:

1. Establish a reasonable employee performance evaluation and appraisal system

Hotel supervisors need to conduct performance evaluation and appraisal of employees' work performance at least every year. Performance evaluation and appraisal give employees motivation to work and constant supervision of service standards. For example, Hilton Hotels has cooperated with Cor Vu to develop a "balanced scorecard" solution suitable for the hotel management industry, providing timely online, personalized and actionable business intelligence information release for hotel management. Available to regional vice presidents and corporate executives based on work area, even individual hotel managers can now be equipped with powerful performance information to integrate and coordinate specific operations with company-wide strategies Activity. [6]

2. Establish a complete employee promotion system

Hotel employees feel that there is no future in the hotel, which has largely led to the high turnover rate of hotel employees. A good promotion system can more effectively utilize the skills and abilities developed by individuals at work or training, and can also be used as a tool to motivate employees to improve their abilities and performance.

Hilton Hotel’s gains after implementing the balanced scorecard for 2 years are: market profit increased from 104 to 106; customer loyalty increased from 48 to 53 and guest retention rate increased by 12; customer retention increased from 104 to 106; 6 rose to 56; effective room profit increased by 2.7; Hilton EBITDA gross profit was 300 basis points higher than the industry average; Hilton's profit margin was higher than other hotels 3; the stock price rose by 100 within two years. As can be seen from the above cases, as a hotel's human resources manager, we must constantly create a performance management model suitable for the hotel under the conditions allowed by the hotel, so as to ensure the enthusiasm of employees and reduce employee dissent.

(4) Employee salary and incentive management

1. Salary management

According to classical economic theory, salary is a labor cost and can provide A form of capital that brings benefits to investors; at the same time, salary, as a reward for workers, is the most important source of motivation for employees to maintain their motivation. The quality of salary management determines the level of employees' production enthusiasm. Salary management is an important link in human resource management activities. Whether the design of the salary system is reasonable and fair, and whether it can attract, motivate and retain excellent employees are issues that need to be solved in salary management.

The author believes that the specific work that needs to be done is as follows:

(1) Establish and improve a salary management system suitable for hotels

If a hotel wants to attract and retain high-quality talents, it must establish a Establishing a fair, standardized and effective salary payment system means conducting scientific salary management: first, investigate the salary to determine how much can be paid; second, evaluate the position, which involves internal fairness issues; third, investigate the salary Problems existing in management; fourth, determine the total salary of the enterprise; fifth, design the bonus model, allowance model and long-term incentive model; sixth, form the salary system, bonus system, welfare system and long-term incentive policy documents.

(2) Establish a reasonable hotel salary form

To do a good job in hotel salary management, we must not only have a reasonable basic salary system, but also have an appropriate salary form. [2] The correct use of reasonable compensation forms can more fully exert the role of economic leverage and capture the appetite of employees at all times. Generally speaking, wages, bonuses and benefits are three indispensable components of an enterprise's salary system. In addition, some other common forms of compensation should be considered, such as allowances, subsidies, and welfare dividends. In short, it is necessary to make employees feel that the work they do is worth the money, or even worth the money.

(3) Actively explore new forms of remuneration

With the changes in corporate systems and management models, employee remuneration components have undergone substantial changes, including indirect economic remuneration and non-economic remuneration. The part of remuneration is becoming more and more important, and spiritual remuneration has also become the focus of controversy. Indirect economic remuneration is relative to remuneration other than direct economic remuneration, in the form of insurance, subsidies, paid leave, etc. Non-financial rewards refer to an individual's satisfaction with the work itself or with the psychological and material environment of the work. Therefore, hotels should actively explore forms of compensation such as this.

2. Employee incentive management

Understanding the real needs of employees and effectively implementing incentives has always been a matter of great concern to hotel managers. The service quality of a hotel is the lifeline of the hotel, and the enthusiasm and creativity of hotel employees directly determine the level of service quality. The key is attracting and retaining good employees. The key to attracting and retaining excellent employees is to provide them with effective incentives and fully mobilize their enthusiasm. William James, a professor at Harvard University, found after a survey that the average employee only exerts 20 to 30% of his or her ability in normal work; if fully motivated, the employee's ability can be exerted to 80 to 90%, with a gap of 50 to 60%. It is due to the effect of incentives. [3] Therefore, the following work should be done in hard management:

(1) Understand the real needs of employees

Needs are the source of employees' hard work. The needs of employees exist objectively and are also different. Therefore managers need to understand the real needs of their employees. First of all, managers should attach great importance to the needs of employees; secondly, managers should spend time researching and understanding the needs of employees; finally, managers should analyze the needs of employees based on the survey results, and then take targeted incentives based on the actual situation of the hotel. measure.

(2) Enrich work content and create a work environment where people can make full use of their talents

People are curious. The more changes and novel things are, the more they arouse people’s curiosity. and explore it. Therefore, the more challenging, novel and varied the work itself is, the more it can stimulate people's work enthusiasm and creativity. According to a research report evaluating the impact of motivation methods on productivity by American psychologist E. A Lock, redesigning work to make it interesting and challenging can increase productivity by about 6 to 8 percent. [4]

In actual work, hotels can enrich work content by implementing job rotations for employees, cultivating generalists, allowing employees to choose jobs and positions they are interested in, and improving unreasonable work processes. The working attitude of employees is also affected by working conditions. Good working conditions make people feel comfortable and happy.

In addition, the impact of employees’ work attitudes on working conditions must also be considered.

Good working conditions make people feel comfortable and happy. Therefore, the hotel cannot "make do" with the facilities and equipment necessary for employees' work, and cannot set up obstacles in their use, otherwise it will reduce employees' work enthusiasm and efficiency.

(3) Improve the leadership level of managers and cultivate good internal interpersonal relationships

As a hotel manager, you must communicate well with superiors and subordinates, and maintain good interpersonal relationships and teamwork Atmosphere can not only increase personal security and sense of belonging, but also improve corporate productivity. We must pay attention to the cultivation of team spirit. As the saying goes, "Three Stooges are better than Zhuge Liang." Managers should first take a proactive attitude and establish a harmonious relationship of mutual trust and mutual help with colleagues (including superiors and subordinates).

(4) Pay attention to the career development prospects of employees

The hotel can only pay attention to the career development prospects of employees and implement a multi-track and multi-level incentive model based on systematic and institutional principles. Develop different mechanisms and systems according to different positions, focusing on the training of employee knowledge and skills. This is also the only way for hotels to retain outstanding employees, maintain employee satisfaction, and cultivate employees' sense of loyalty to the hotel.

(5) Formulate scientific rules and regulations to ensure the smooth flow of information within the hotel

Having the system as the foundation is the characteristic of the incentive mechanism. The hotel must establish fair, complete and clear rules and regulations, truly achieve "there are rules to follow, rules must be followed, enforcement must be strict, and violations must be punished", and fundamentally mobilize the enthusiasm of the employees for work. In addition, whether the hotel's internal information is communicated smoothly will also affect employees' work enthusiasm. Therefore, hotels should communicate with employees in various forms such as news briefings, bulletin boards, and internal networks to let employees know the company's vision and goals, and keep abreast of the hotel's business dynamics and management information. The openness and transparency of hotel information can make employees realize that they are part of the hotel and that hotel affairs are closely related to them, thereby stimulating employees' participation awareness and enthusiasm and improving work efficiency.

(6) Train employees’ sense of belonging

Nowadays, people have higher and higher demands on life, and hotels must care about and improve the welfare of employees. If employees are required to work hard, modern hotel management should establish a new management concept: I am for the hotel, and the hotel is for me. Working together, a rising tide lifts all boats. Management personnel should clearly understand that employees are pursuing not just a job, but a promising career and career. Hotel managers must find ways to improve operations and management, and on the basis of creating more benefits and a better corporate image, so that employees can have a sense of pride and belonging to the hotel. Only in this way can they effectively avoid employee turnover and stimulate employees' enthusiasm for work.

In short, the hotel must be trusting and open to its employees, and the employees must also trust the hotel. Of course, these must be based on equality. In fact, when employees finally choose to stay in a hotel, high salary and promotion will not be the ultimate goals. Only by cultivating a sense of belonging can employees be retained. Only by establishing a relationship of mutual equality and loyalty between the hotel and employees can the hotel effectively retain outstanding employees. Keep the sense of belonging rising and keep the hotel in an invincible position.