Why hotels need to strengthen training

Talent is the most basic and important resource for an enterprise. So, how should companies implement their own human resource development and talent training plans? Many entrepreneurs are also increasingly aware that training is one of the means to improve their competitiveness and a necessary process to enrich their own connotation. Therefore, the requirements and calls for training are also increasing day by day. But there are also many entrepreneurs who only see the market (customers) and ignore the training of employees. After experiencing the baptism of the market economy, corporate managers have personally realized the importance of improving the workforce to the company, but sometimes the price is heavy.

Why do some entrepreneurs only focus on customers and pay the price? Employee training is so important?

Example 1: A certain four-star hotel in Guangzhou took a month to train its employees before opening. In one month, the company’s training for employees only involved corporate culture and etiquette. The most basic contents such as courtesy and service procedures of various hotel departments. More than a month after the opening, due to many aspects of the early stage not being in place and not many customers, the company changed the general manager of the hotel. The new general manager changed the market positioning from a high-end hotel to a mid-to-low-end hotel. Not only changing the positioning, but more importantly, the company has replaced all managers from the grassroots to the top for the so-called unified management. There are too many new managers entering, and they have no professional hotel management knowledge. In this way, The entire company was almost paralyzed. What's more important is that during this critical period, the company did not provide any comfort to employees or provide any professional training. However, because the environment is a high-end business hotel, consumption has been lowered, and more and more guests are coming to visit. However, the hotel's services and products are far behind, and the transfer was proposed within a year.

Let’s imagine now, what if it was just a trial operation instead of opening? If deficiencies are found, they can be improved and followed up in a timely manner, and employee training should be strengthened. What if you don’t rush to replace top management in the early stages of business, but instead focus on training? What if after replacing top management, we do not replace lower-level management, but provide guidance and training to all employees? That does not necessarily turn a high-end hotel into a mid-range hotel, and in the end the entire enterprise will lose its vitality and cohesion...

Example 2: A certain five-star hotel in Guangzhou has a lot of human resources in the early stages of opening. It can be said that a lot of human and financial resources were wasted. We started recruiting employees 8 months before the opening, and we traveled across most of China, from Sichuan, Henan, Shaanxi, Hangzhou, Shandong and other places. We spent more than 2 million on recruitment fees and finally found suitable talents. The training started three months before the trial operation. Due to the high salary, almost everyone was present during the training. Some time after the training started, the employees began to resign.

1. The employee found that the salary was high, but it was not consistent with what was said during the interview.

2. Because they are excellent service personnel recruited from across the country, the requirements for the company are too high. It is not a professional training, it all adopts a project-based training method.

3. The longing for being far away from home.

During the critical period, the company changed its personnel management system and retained most of its employees.

The premise of employee training is to first know what he needs and how to give it to him. Methods are very important. Now in today's humanized management, we must guide and let employees see hope. . Theory X and Y are also very effective methods in training.

Example 3: A three-star hotel in Guangzhou can be regarded as a predecessor in the hotel industry. In the more than ten years since its opening, the turnover rate of personnel has not been very high. The reason is that the company has not recruited outstanding managers. , thus not cultivating good service talents, but other benefits of the company are relatively good. In the words of employees, "the boss is a nice person." This also leaves some employees who are content with the status quo. Without outstanding talents, a company cannot talk about reform and innovation.

We often see statements such as these in some management newspapers and books: "Thanks to the emphasis on employee training, productivity has increased by 60%", "Investment in training has reduced employee turnover by 65%" and so on.

Training, for employees, can help them give full play to and utilize their human resource potential, realize their own value to a greater extent, improve job satisfaction, and enhance their sense of belonging and responsibility to the enterprise. From the perspective of the enterprise, it is the responsibility of the enterprise. Effective training can reduce accidents, reduce costs, improve work efficiency and economic benefits, thereby enhancing the market competitiveness of the enterprise. For hotels in an intensive service industry, the staff turnover rate is high, and employees in various positions are replaced quickly. In addition, due to location, time and other factors, hotel employees have more experience and fewer highly educated and professional training personnel. From a certain perspective, the cultural quality in basic knowledge (mathematics, physics, chemistry, Chinese, and foreign languages) is low. All these bring great difficulties to the hotel's training work. However, on the road to hotel development, stabilizing the workforce through training cannot be ignored.

Because training work is not just a short-term behavior that can be seen day and night, nor is it the work of a department of the training department, but requires the efforts of the hotel as a whole. Therefore, the training strategy of the entire hotel is divided into three stages:

The first stage: the service standardization stage, from before the opening to the establishment of standardized services, it takes about half a year to a year, after training to establish and achieve The most basic standardization of hotel services.

1) Star hotels should start training 3-6 months before opening.

2) Different training methods should be adopted for social recruitment employees and tourism students.

3) Let employees see the hope of themselves and the company during training.

4) Career plans must be designed for employees.

5) Transition from standardization to specialization.

6) The training content starts from various aspects such as cases, stories, games, incentives, etc. According to this strategy, a combination of senior management (manager) development training, supervision and management (supervisor, foreman) training, guest relations and service skills training (employee level), language skills training, hotel employee publicity courses, etc. Training on actual hotel needs. The classroom teaching model also adopts a lively and lively method as much as possible, which is easy for employees to accept. It gets rid of the past cramming training method, eliminates employees (adults)'s aversion to learning, and enables employees to happily receive vocational education and consciously improve after work fatigue. own quality and service level.

The second stage: the service professionalization stage, which takes one to two years, narrows the gap through professional training and highlights the professionalization of service quality.

1) Care about the development of employees according to career planning.

2) Regularly understand and add new elements to the enterprise.

The third stage: the service art stage, based on the professionalization and solid foundation of hotel services, establishing its own unique service art form and characteristics, which requires long-term work.

1) We must adhere to long-term and unswerving innovative ideas.

2) Democratic and humane management methods must be adhered to.

3) We must adhere to the people-oriented business philosophy.

At the same time, learn and refer to the successful service models of other international hotel groups, such as the professional training methods of Shangri-La, Holiday Inn, Marriott and other hotel groups.

Combined with the actual situation of the hotel, Create your own unique training management model and gradually create, accumulate and improve it.

Training is a long-term work that needs to be considered step by step. The effect is built up slowly and cannot be achieved immediately. The training model requires long-term investment, and the formation of this long-term training model plays a key role in the development of the hotel and the hotel's benefits. On the other hand, the unification of hotel management concepts and training awareness also depends on the owners and management to achieve common understanding and strong support. The stability of policies and smooth communication channels are also necessary factors.