Why do you want to optimize hotel management?

People who have worked in international brand hotels are not only unable to return to the domestic hotels where they used to work, but also unwilling to return to other domestic hotels. The general knowledge is that besides higher salary and broad career prospects, the system is strict, the work pressure is high and the pace is fast, but the interpersonal relationship is simple and the working atmosphere is relaxed. Might as well interpret it from several aspects.

The seriousness and fairness of the system cannot be challenged, but it pays special attention to the feelings and welfare of grassroots employees. There are obvious differences in the institutional environment applicable to grass-roots employees and managers. There are many hotel rules, and everyone has a staff code, many of which are "hot plates" or "high-voltage lines". You can't touch them. Anyone who touches them will be punished, and it is the same for everyone. For example, the assistant manager of the restaurant embezzles tips, even if there is any potential, he can only give up, because the moral bottom line of integrity and honesty has been crossed; Employees must be dismissed under any circumstances, even if they strike back, because they violate the most basic code of conduct of hospitality industry; When employees are on duty, even if there are no guests, they must leave, because the policy will never allow them, even if they perform well at ordinary times, even if the manager personally introduces them to work in another hotel; It is allowed to have work meals for work, or to entertain customers, but it is never allowed to sign the private consumption of relatives and friends for business banquets or work meals ... In view of the industry characteristics of the service industry, the quality of service comes from the input of front-line employees, so strict policy procedures must care for the welfare of front-line grassroots employees and strive to care for every employee. When an employee resigns for any reason, the department manager and the human resources manager must interview him, especially the employee who voluntarily resigns without fault, in an effort to understand the reasons for his resignation and his views on the company and management; When paying bonuses, in addition to the "two salaries" and "three salaries" as usual, a part will be shared equally with all employees to show concern; In case of major business recession, the management took the lead in reducing the salary, and minimized the impact on employees ... In recent years, I have not seen any unreasonable cases of employees being punished or dismissed for violating discipline. Strict fairness, concern for human nature, make people convinced.

The pressure caused by efficient operation helps to establish a career performance concept and weaken the negative impact of "relationship" on service quality. The work pressure is great, but the quality and efficiency are squeezed out, and at the same time the talents are squeezed out. Work pressure is not only due to the lack of idlers and many tasks, but also due to the concept of professional performance in completing tasks on time under pressure, otherwise it will be regarded as unprofessional, professional, or incompetent, so I often take the initiative to work overtime to complete the work, which leads to professional dedication and improved ability. Work pressure also comes from facing problems directly and not avoiding conflicts and contradictions in work, which is usually called truthfulness. This poses a challenge for Chinese people to pay special attention to face and maintain the harmonious relationship of small groups. After a long time, it will be difficult for managers or supervisors to check and supervise their work according to the established operating quality, and they will lose face, because implementing the system means giving people a bill, deducting bonuses, and even affecting the next salary increase, so they will be soft-hearted and lower their requirements. But have the guests' expectations been lowered? There was once an assistant manager with outstanding ability, but the only shortcoming was that he was sympathetic to the employees who did not provide services according to the operating standards. As a result, the foreign general manager of the management company was not promoted. This may be one of the reasons why some hotels employ foreigners as executive general managers or resident managers.

The management environment is inclusive, and there are communication channels and decompression mechanisms. Under pressure, managers occasionally make mistakes, but as long as they do not belong to personal morality and work ethics, they will not be severely reprimanded. Because most international management companies believe in "learning by making mistakes". Therefore, even if the growth encounters a "glass roof", the relaxed environment is worth cherishing. In addition, the hotel hires professional consulting companies to conduct employee opinion surveys every year. Perhaps the management has made great efforts, but the worldwide survey results show that the real employee satisfaction is often not ideal. The key is how to treat employees' opinions and suggestions. Should we study and analyze the rationality and desirability one by one or shelve it? Suggestions have been made and communicated, and what can be changed has been changed immediately. It is very helpful for employees to know and see the improvement! Moreover, when the management formally meets to study the work, the atmosphere is also unusual and harmonious. As an experienced leader, the general manager will guide the team to discuss some issues and put forward suggestions and ideas. But at the end of the discussion, many ideas have been unrecognizable, some have been adopted, some have been abandoned, and more ideas have been given by the director of professional departments. The general manager is more like the driver and guide of the team than the decision maker. This is a big contrast with the meeting mode of domestic hotels. Usually, the leaders make the final decision after the participants discuss. Of course, the leaders have to put forward a number of principled requirements. The participants are silent, and the group takes shorthand at their desks, which is responsible for conveying and implementing after the meeting. As for how many reasonable ingredients there are and how effective they are, it is difficult to determine. A relaxed and inclusive management atmosphere is difficult to achieve in domestic hotels.

if we don't stop at slogans, we have a long way to go to implement the people-oriented concept. Re-examine the talent view and talent training mechanism of management from the requirements of openness; Fundamentally revise the existing systems and regulations, especially the salary and performance appraisal system, and establish a truly market-oriented incentive mechanism; The implementation of the system depends not only on strictness, but also on reasonableness and humanity; Constantly optimize the institutional environment of management, establish a relatively simple concept of interpersonal relationship and professional performance, and construct an inclusive working atmosphere. The practices of international brand hotels in these aspects can be used for reference. If it is done, it depends on the degree and scope; If not, it depends on whether the leader is willing to start. Even if there are no conditions for full-scale development for the time being, you can always find a breakthrough for pilot projects. At first, there will be a dilemma: what about the existing management team? What about the aging of the existing workforce? There is no way to start over like an international brand hotel. However, it is not feasible to maintain the existing personnel structure and raise the salary to the market level, because the quality, efficiency and appearance will not be completely improved, and it is impossible to attract and retain talents without making great adjustments, nor can it compete with international brand hotels and improve the operating quality and efficiency. Where is the breakthrough? In the short term, the key depends on whether there is a relatively professional and specialized backbone management team. In the long run, improving the core competitiveness of domestic hotels and improving their operating quality and economic benefits depends on institutional innovation, mechanism innovation and institutional innovation, and institutional innovation is decisive: ownership and management rights must be separated.