Another year's job-hopping peak. How do hotels retain talents?

Two or three months after the Spring Festival every year is the peak of hotel job hunting. After one year, enterprises need to develop and personnel need to be adjusted. Therefore, many enterprises concentrate a large number of supplementary personnel at this time, and the hotel industry is no exception. Often at this time, the demand for personnel is large, and the phenomenon of short supply makes it easier for job seekers to find suitable jobs at this time. A large number of job-hunting opportunities induce employees to bravely choose job-hopping. As a manager, how should hotels retain talents?

There are many reasons for the brain drain in hotels, and the popular points are two: unhappy work and insufficient money. If carefully divided, it can be roughly divided into two parts: internal cause and external cause.

External causes mainly include three aspects:

1, the temptation of job hunting peak;

2. Digging corners between hotels;

3. External pressure.

Internal factors mainly include four aspects:

1, the influence of hotel culture;

2. The charm of hotel leaders;

3. The development prospect of the hotel;

4. Hotel salary level.

Through the analysis of internal and external causes, this paper summarizes several strategies of hotel brain drain. The external causes of brain drain are various, inevitable and difficult to control, but we can start with internal causes to minimize brain drain.

How do hotels retain talents?

First, build the core hotel culture and create a good cultural atmosphere.

Excellent corporate culture can't be built in a day or two. It needs to gather the strength of many families, accumulate over time, extract from them and be unique. Only in this way can the hotel culture stand the test and be valuable. Employees who work in a harmonious, relaxed, just, fair, enterprising and United team will feel happy and mentally comfortable. Therefore, our managers should try their best to create such a cultural atmosphere. With such an atmosphere, the team will be cohesive, and cohesive teams can only leave through forced layoffs.

Second, give employees a space for development and a platform for promotion.

Greater development space gives employees hope and motivation. A hotel with no hope and no prospect can not arouse the enthusiasm of employees in any case, and such a hotel can not let employees stay in the company with peace of mind. In order to provide employees with greater development space and promotion platform, we can start from the following aspects:

1. Establish a perfect competition mechanism and encourage employees to take up their posts through fair competition.

2. For those who perform well in this position and obviously exceed the employees at the same level, they will be promoted in time. If there are no vacancies at the higher level, it is advisable to supplement the staff by rotation at the same level, so as to arouse the enthusiasm of the staff in new positions, new jobs and new challenges, and at the same time let the staff learn more knowledge and skills, effectively improve the overall quality of the staff and lay a solid foundation for the staff to be competent for the work at the higher level.

3. Provide sufficient training opportunities for employees.

Third, hotel leaders shape their own personality charm and improve their management level.

There is no doubt that the management level of leaders greatly affects the development of hotels. Similarly, the charisma and management style of leaders also affect the enthusiasm of employees and the stability of the team to a great extent.

Fourth, provide competitive salary level.

1. First, investigate the salary level of peers.

2. For key employees or employees in important positions, they should be willing to pay a high salary.

3, rewards and punishments are clear, rewards and punishments are heavier.

Whether the hotel admits it or not, the salary level has become one of the important factors affecting job seekers' job selection. At the end of each year, the hotel should summarize, and the employees should also summarize; Hotels should take stock of the harvest, and employees should also take stock of the harvest. Malos's hierarchy of needs also puts survival needs in the first place. Therefore, only a competitive salary level can the hotel effectively retain its employees.

Five, strengthen the management of employees after leaving.

1, treat employees who leave the company as a kind of wealth and a kind of resource.

2. After employees leave their jobs, they often call to welcome them home. It may only take you a few minutes to make a phone call, but you can not only touch the resigned employees, but most importantly, you can also touch the existing employees with your own practical actions and influence the potential resigned employees.

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