Deep understanding of hotel loyalty speech

3. Keep employees stable. Three to five years after employees officially enter the hotel is a speculative period of career development. This period is the key stage of the whole process of employee loyalty management, shouldering the heavy responsibility of cultivating employee loyalty. The key at this stage is to improve employees' recognition and satisfaction with the hotel, thus improving employees' loyalty. Hotels need to provide challenging work and comfortable working environment for employees, establish a reasonable salary system, a fair and transparent promotion system, and implement humanized management. More importantly, they should make personal development plans for each employee and pay attention to their own development. The human resources department should provide effective tools and platforms, and the department manager or supervisor should communicate with each subordinate to help each employee establish and realize personal development plans. By combining employees' personal career development goals with hotel development goals, it will play a positive role in enhancing employees' sense of belonging and loyalty to the hotel and realizing the common development of the hotel and employees. 4. Do a good job of loyalty rescue. When employees' absenteeism, lateness, and early leave are obviously increased, and there is a tendency to leave, such as absent-mindedness and inattention, hotels need to carry out the last link of loyalty management-rescue. The hotel should have a "pre-resignation talk" with potential employees, understand the motivation of employees' resignation through full communication with employees, give spiritual comfort and retention to the lost employees with a sincere attitude, and express the hotel's support and understanding of their work affirmation and decision. I hope I can come back often sometime. This paper analyzes the main factors that affect the stability and loyalty of hotel employees, predicts the trend of personnel flow in the future stage of the hotel, and takes necessary measures to mobilize positive factors in order to better motivate employees and retain talents. Third, implement diversified loyalty incentives. Economic incentives are indispensable as one of the important means of loyalty incentives, but there is absolutely no "win once" incentive means. The needs of employees are diversified, so incentives should also be diversified. First of all, managers should respect and care for subordinates, listen carefully to employees' suggestions and opinions, give timely praise and guidance to employees' behaviors, fully satisfy employees' sense of professional accomplishment and promotion, and effectively stimulate employees' work enthusiasm and enthusiasm. Secondly, hotels should create as many skills training and career development opportunities as possible for employees. Third, fully trust employees and give them certain authorization. In hotel management, arrange staff rotation in time, so that different employees can find their own development direction in the hotel; Give promotion to outstanding employees, let employees see their career development prospects and meet their psychological needs of realizing self-worth. Fourth, create a good hotel culture atmosphere. In order to attract, retain and stabilize talents, hotels need to improve the salary system directly related to employees' economic interests, and also need to create a good hotel culture, because a good hotel culture is also an important guarantee to enhance the incentive effect and improve employees' satisfaction. On the premise of organizational development, hotels should respect personal development and improvement, provide as many development opportunities as possible for talents and a platform for maximizing personal self-worth, attract talents with careers, and unite talents with good development prospects of hotels. A healthy and progressive hotel culture can create a harmonious and equal hotel atmosphere and spirit in the hotel, shape a strong spiritual pillar for all employees, and thus form an effective life. Building a people-oriented hotel culture is of positive significance for realizing the full use of talents, efficiently developing employees' ability and potential, enhancing employees' enthusiasm and belief in hard work, and encouraging hotels and employees to develop together.