On the Loyalty of Hotel Employees

With the general improvement of hardware facilities in the hotel industry, the key to win the competition among hotels is undoubtedly talent. Whether a hotel can have a group of employees with skilled service skills and high professional level not only determines whether it can provide high-quality and efficient services to customers, but also directly affects the economic benefits and social reputation of the hotel, and even affects the life and death of the whole hotel.

Specifically, the loyalty of hotel employees is reflected in the following aspects:

First, improve service quality.

Efficiency is the product of people's proficiency and diligence in work. Generally speaking, the longer the hotel staff stay in the hotel, the more familiar they are with the business and hotel culture, and the more experience they have accumulated, the higher their work efficiency will be. Loyal hotel employees are familiar with the hotel's business philosophy and workflow, and understand the hotel's customer base. Compared with new hotel employees, they know how to reduce costs and improve product quality. On the other hand, loyal hotel staff will be proud of creating rich value for hotels and customers and getting corresponding preferential treatment and rewards, so as to work more actively and spare no effort, and the work efficiency will be doubled. The new hotel staff are inexperienced, inefficient and lack the skills to target customers. If the old hotel employees are replaced by novices, the profit and efficiency of the hotel will inevitably decline.

Second, attract and retain employees.

Experienced hotel employees know how to gain customers' trust and serve customers better, so as to strive for higher customer occupancy rate and create more sales and profits.

Three to five years after employees officially enter the hotel is a stable period of career development, a key stage in the whole process of employee loyalty management, and shoulders the heavy responsibility of cultivating employee loyalty. The key at this stage is to improve employees' sense of identity and satisfaction with the company, thus improving employees' loyalty. Hotels need to provide challenging work and comfortable working environment for employees, establish a reasonable salary system and a fair and transparent promotion system, and implement humanized management so that employees can continuously enhance their loyalty in their daily work.

Third, management is both soft and hard.

From rigid institutional management to flexible cultural cognitive management mode. While establishing and perfecting the internal rigid system management, hotels should strive to create a good hotel culture and realize loyal management with both rigidity and flexibility. What should be established for hotels? People-oriented? Service culture. Through this subtle influence of hotel culture, the most important beliefs, codes of conduct and values of all hotel employees are unified. This service culture is firstly manifested by the warm and thoughtful service of the hotel and all the staff to the hotel guests, and secondly by the comprehensive service support of the hotel management to the internal staff. The combination of people-oriented service culture and rigid management system will build the cornerstone of the hotel's sustainable development, so that all hotel service personnel and management personnel Qi Xin can work together to serve customers wholeheartedly, create value for the hotel and realize self-sublimation of loyalty.

Fourth, save recruitment costs.

If hotel employees are constantly losing, we should constantly recruit new hotel employees. Recruiting new hotel employees needs to invest in advertising, interviews, employment and other recruitment expenses; In order to work effectively in the future, train new hotel employees and increase training costs; After new hotel employees take up their posts, there is still a process of getting familiar with the hotel. The hotel should try out the hotel staff for a period of time, hire the best staff from them and eliminate the rest, which increases the upgrade cost of the hotel. For hotels with stable hotel staff, these expenses are greatly saved. Old employees not only reduce the recruitment and training costs of the hotel, but also provide training for newcomers free of charge by senior hotel employees. In other words, as far as training is concerned, the old hotel employees not only don't need the investment of the company, but can save money for the company. At the same time, experienced old hotel staff means less supervision and guidance, which further reduces the upgrade cost of the hotel.

Verb (abbreviation for verb) introduces the elite of the industry.

Recruiting job seekers through advertisements, job fairs, etc. not only increases the cost of recruitment advertisements in hotels, but also the candidates are mixed and the company doesn't know much about them, which is not conducive to hotel screening and screening. The quality of newcomers recommended by loyal hotel staff is often higher, more stable and more reliable. This is because hotel employees generally recommend people they know, trust and meet the requirements of the company. Hotels will be more likely to trust and hire them because they are recommended by their own hotel staff. Excellent job seekers are willing to come to work and can work with peace of mind because of their trust in referees. According to statistics, in the brokerage industry with high turnover rate in the United States, the turnover rate of newcomers introduced by hotel employees is the lowest, with the turnover rate of 30% in the first year of work, followed by graduates recruited from universities, while the turnover rate of newcomers recruited through advertisements and job fairs is the highest, reaching 55-65%. So many hotels are more willing to recruit new people recommended by hotel staff.

Therefore, having an excellent and loyal staff is undoubtedly the most valuable asset of the hotel. Only in this way can hotels be in an invincible position in the fierce competition under the economic crisis.