How can MC server get enough funds to maintain the operation of the server while ensuring the fairness of the game?

First, employees resign. What do you think?

The general manager of a hotel often faces the fact that the strength of the enterprise is insufficient, and he even goes to a competitor's company for another job, which not only affects the normal work order, but also dampens the morale of other employees. Even if the flow of business secrets has caused serious damage to the hotel, there are many disputes and lawsuits. Properly handle this situation, minimize liquidity and avoid abnormal negative effects of enterprises. It is a loss for resigned employees to seek correct guidance. In fact, only when a market economy exists, a certain proportion of personnel flow is inevitable and normal. Enterprises are choosing talents, and talents are also choosing enterprises. When the demand of both sides is unbalanced, there will be personnel flow. On the other hand, companies spend more fresh blood on existing employees to stimulate enterprises. Because when vacancies flow out, employees can also provide opportunities for promotion, so you can use the heroes of potential employees to promote employees belonging to the enterprise. Of course, it refers to the rational flow of talents. According to the statistics of international hotels, the staff turnover rate of hotels is within the normal range of 5%-8%. This description is beyond the scope of business, and there are some problems in management, which is the attention of management. There's a reason for quitting, you know.

First, to seek new development, the management structure of any enterprise is a pyramid. After practicing with employees for a period of time, the business skills accumulated by work experience are left to cover up some management positions, just to meet their own requirements and make continuous progress and opportunities at a higher level. If this time, the company does not advocate it, but there is an opportunity at night, he will have to quit and find another way to develop.

B. Dissatisfaction with the current situation of enterprise management. The current situation of enterprise management is that there is no confidence, no opportunity to give full play to one's strengths, or there is contradiction about the unfair phenomenon of enterprises, and there is no trust in the sustainable development of enterprises, and there is also the opportunity to withdraw from vacation.

C, paid peers poached, usually the backbone of enterprise management and professional and technical personnel in the enterprise, front-line managers can work independently, poached enterprises often promise to pay remuneration, entrust them with important tasks and ideal welfare treatment, and deal with huge economic benefits to attract and seek new development. These people are in an unstable state of authorization in the face of temptation. Therefore, as the general manager of the hotel, it is mainly because the intervention of these people is successful. It is very important to retain talents who are useful to the enterprise, which depends on the sincerity and skills of the general manager, because the resignation of one of the key positions may need customers, leave technical problems that are difficult to solve, or improve the strength of competitors. Retaining the significant value of employees is of great significance and should be given priority.

2. What would you do if an employee resigned?

As the general manager of the hotel, * * * is tired of creating a beautiful tomorrow and daily affairs, but when employees of key enterprises resign, you should put down your work anyway, ask others face to face and make a perfect deal. I met the staff. Resignation from an important position of an enterprise employee probably means that I haven't paid attention to my business for a long time. Usually, my suggestions are not taken seriously, so the employees interviewed by the general manager can understand the real reasons for resigning and ask questions during the interview. The advantage of this is that we can clearly understand the real reasons for employees' resignation, and our colleagues can also understand the situation. As well as the commitment to salary, employees' mentality and expected development goals, through interviews, we can understand the benefits of employees' job satisfaction, junior colleagues' relationship status, opinions on training and treatment level, learning opportunities and salary. , belonging to the enterprise, and from this understanding of the enterprise to analyze the root causes of the loss of key personnel. There are some big problems, such as the opportunity of salary level and the level of local counterparts. In a slightly developed or dissatisfied enterprise, whether employees feel unfair management, the management should master first-hand materials, and lack timely adjustment and improvement, which plays an important role in retaining employees in the development of the enterprise, and will establish a good talent image and cherish talents in the enterprise. Experts suggest that in order to avoid resigning, find some false reasons that mislead workers, instead of simply saying, ask: "Why did you go?" We can talk about some management and work problems first. During the interview, as a friend, guide the conversation. For example, "if you want to develop new business, everything starts from scratch." If it is your imaginary free dance stage, you may encounter great difficulties. " You have worked in business for a long time and laid a solid business foundation, or the other party shows that the company is sincere in improving working conditions and providing remuneration for their professional knowledge at work. I believe that most employees can accept it and continue to serve the company. If you have agreed to stay and persuade employees to develop, you must make employees refuse the invitation in front of your competitor's company. Experience shows that, generally speaking, in order to meet the basic needs of these measures to retain employees, key personnel with high retention must have more specific and personalized solutions.

This is the service of employee resignation talk mode. The position of hotel manager, "Thank you for your contribution to the development of the hotel, because what do you like best and least about your job?" How do you view your own progress and company realization? What do you think of the salary in the hotel? What's your impression of him? What is the most important thing in a hotel? "If the employee has accepted the resignation of another hotel, you can ask for a new job. What are the conditions for you to give up your job here? The answer may be a direct reflection that the hotel can't meet his conditions and expectations. Even if all efforts fail, on the other hand, enterprises and talents will leave and enjoy a good reputation, so that more people have enough strength in the collection industry. Therefore, enterprises should attach importance to and master the skills of handling employee resignation, and there will be a win-win result whether employees leave or stay.

Retaining talents begins with recruitment. Resignation is the best way to keep key talents involved, which the company does not want to see. In fact, to retain talents, recruitment will begin. Choosing the right person and following the right work commitment are the fundamental guarantee for long-term success. When recruiting employees, choose the most suitable, not the best, and measure how many people put forward the right candidates. You can determine by three questions: according to the applicant's academic qualifications, resume and interview talk, and the comprehensive quality of politeness, job seekers can undertake this survey and you are willing to stay in the enterprise for development. Interest is the best teacher, and individuals are willing to consider the interests of the first. Only in this way can employees go to work by themselves, be proactive and work hard towards their own goals. Without interest in employees' positions, it is impossible to exert their greatest potential. If you don't put your heart into it, you will never achieve the same success. A good candidate is not necessarily the right person, because the job itself is not very challenging and it is difficult to meet one's own development. Not necessarily the local long-term and long-term development. "Let the right talents play a role in the right positions" Because of the different characteristics of each profession, hotel managers must have a clear business purpose. It is not a few empty slogans, but a real business behavior. Clarify the work attitude, education level, business skills and comprehensive quality requirements that all positions should have. For example, the main task of marketers is to promote the products and services provided by the hotel to customers, and feedback the service quality of the guests to the hotel management in time. Then, it should be required to recruit job seekers and employees who are cheerful, articulate, enthusiastic and friendly, hoping to realize their ideals and self-worth work. How to create management conditions for these employees, in practice, it is very important to give them a chance to give full play. Employees also have different needs, and some hope to challenge themselves through our value efforts, because you only need a safe and stable working environment to be promoted. Hotel managers must clearly grasp the different psychological needs of employees, adopt different management methods, and try their best to meet all kinds of psychological and spiritual differences. Perhaps several employees understand the importance of retaining key talents in enterprises. However, in fact, many hotel managers only attribute the abnormal employee flow to external influences or employee problems, and never realize that talents are not brought into play on the stage, which leads to serious brain drain.

Third, excellent staff and mobility.

1, excellent staff

Hotel industry is a labor-intensive industry, which provides services with products and services as its core product portfolio and is a service provider for employees. Service, service attitude and customer service skills, and employees' awareness of environmental protection not only have a sense of quality service and credibility in the market, but also have a significant economic impact on the hotel. Therefore, the staff is very good, especially the hotel staff is the most valuable asset.

Excellent hotel staff mobility will lead to a great negative impact on their retention when they are in the hotel. Retaining excellent employees is a bit of an attempt to maintain excellent employees, but by establishing mutual loyalty between hotels and excellent employees, we strive to create an environment conducive to attracting and retaining excellent employees, and excellent employees are satisfied with the working environment, career development, life and work. At the same time, the hotel has achieved the expected business objectives and won excellent hotel staff.

Excellent employees include not only excellent service, but also excellent managers. There are several employees who can be called excellent employees (no quota) if they meet the following characteristics: (1) qualified and valuable enterprises are conducive to leaving (4), (2) comprehensive training; Responsibility (3) They have the ability to maintain the long-term development of the hotel.

2,

Jame. Calder, McFerran. Riegel and Cassia. Enz, a famous American management scientist, believes that employee turnover mode: this mode overcomes the simplification defects of previous modes, and reasonably expects to provide facts to help understand and predict employee turnover. The model shows that the employee's turnover desire (that is, current) is the result of the interaction of two factors. One is the level of job satisfaction; The other is personal commitment, and the degree of organization, such as an eight-year contract with hotel employees, is determined by the degree of commitment. If the commitment is not only 8 years old, it may be renewed. If the commitment is low, he will leave soon and work for less than 8 years. Personal characteristics of employees, that is, the specific combination of job content and characteristics that affect employees' job satisfaction. If there is a high level of job satisfaction and employee commitment, the organization will strive to improve and often have a positive attitude so that employees can stay in the hotel. On the contrary, if job satisfaction is low, employees' commitment will be weakened, their work attitude will become negative, and employees will be lost whenever they have the opportunity. The reason why employees leave here instead of the flow of employees is to determine whether employees often have de facto flow. & ltBr employee turnover rate

There is no fundamental reason for the flow of talented employees and the establishment of loyal relationship with outstanding employees in the other hotel/> 3. The root cause of Excellence. On the one hand, employees are not loyal to a particular hotel, but to the interests of others, often because the interests in these hotels have "jumped". In addition, hotels are not loyal to employees, and do not create a favorable environment for the loyalty of hotel employees, which is often the case that employees "hit people when they are down". For example, when operating, it is not difficult to think of how to help the other party tide over the current difficulties, but to consider layoffs first, so that employees generally cannot build trust in the hotel, and as a result, employees are bound to be more interested in the high-speed flow of the hotel. The result of joint action with hotel employees is inevitably a lack of mutual loyalty, which leads to a higher employee turnover rate. The author believes that employees who are loyal to the hotel must be loyal first; Hotel staff are disloyal, and hotel staff disloyalty is often caused. Fundamentally speaking, to retain excellent employees, we must establish a mutual loyalty model and establish a mutual loyalty employee relationship. Hotels have excellent employees and achieve a win-win situation.

4. Mutual loyalty mode

1, the latest research on ten factors in Coventry.

McFerrin, Regel and Enzi kovac found that the three factors that hotel employees are most concerned about are: (1) proper training and management skills (2) managers; (3) The organizational structure and policies of the hotel. They believe that there are four main factors that affect employee turnover: (1) participation in training; (2) Working time and progress; Management skills (3) management; Policy (4) organization. In their view, salary and employee turnover are only a relatively weak link and a reflection of general dissatisfaction. If the job demand exceeds the ability, increasing salary can only temporarily reduce dissatisfaction.

1995 TonySimon and Keynes, famous American management scientists, lined up for Hong Kong 12, and found that the three most important factors were the ten factors of Coventry for the staff of 278 Hotel: career development opportunities, staff loyalty and good salary. Vicky, Jr., Associate Professor of Tourism Hotel Management, Hong Kong Polytechnic University, Dr. Nelson. The first three elements of the top ten factors of employees 1245 in 64 hotels in Hong Kong obtained by Tsang and SimonWang with cardinal utility method are consistent with those obtained by Simon and Keynes.

These studies show that hotel employees have a strong desire for career development and regard it as a very important aspect of their personal life. In the second performance of "Loyalty to Employees", hotel employees began to appreciate others as their respect and trust. "Good return" is excellent because of persistent inflation, continuous improvement of living standards and weak social welfare system.

I think career development opportunities, hotel staff's loyalty (that is, respect and staff's trust) and good salary are the three major elements of hotel staff. They are most concerned about building a mutually loyal hotel and having a good employee relationship foundation. The neglect of these three factors by hotel authorities is the most important factor leading to staff turnover.

2. Mutual loyalty mode

Mutual loyalty mode attracts and retains the attention of excellent employees by establishing a mutual loyalty relationship between hotels and excellent employees. "Hotels and employees are always on their honeymoon" is its portrayal. Mutual loyalty mode, hotels and excellent employees are loyal customers. Excellent employees sell their labor to hotels and guesthouses, which is the promotion of excellent employees and the management of other "services". The hotel takes various measures to continuously meet the different needs of outstanding employees, so that outstanding employees can realize their self-worth and achieve success in the hotel. Excellent employees can constantly improve their service skills and enhance their service awareness, so only by ensuring that these excellent employees leave the hotel can they improve their service quality, income growth and profitability. Both sides realize that it is a common need to establish a relationship of mutual loyalty. In the process of establishing mutual loyalty, hotels are excellent employees, and loyalty is more important. Only the loyalty of the excellent staff of the first hotel makes the excellent staff loyal to the hotel. On the contrary, even if the loyalty of outstanding hotel employees is weakened, hotels will feel loyal and eventually lose talented employees. Establishing loyal hotel relationship and excellent staff is the fundamental way to attract and retain excellent staff, and it is also the only way for hotel development.

Several forms of excellent staff (1) Hotel loyal customers:

(1) External factors, such as core employees with excellent physical conditions. This form is the most unstable. Only "old Huang" excellent employees, or more "exquisite" employees, will "abandon" excellent staff hotels. (2) The core of material benefits that can be brought to excellent employees. This form is very unstable. Once employees can bring more benefits to the hotel, the hotel will no longer be loyal to those excellent employees who lead to the flow of excellent employees. (3) With excellent staff service skills and service awareness as the core. This form is difficult to achieve and surpass, because the service skills and service awareness of excellent employees are more stable. (5) The overall quality centered on talents. It includes not only the service skills and sense of belonging to excellent employees, but also the loyalty of employees and the excellent comprehensive quality in the development prospects. This form is the most stable.

Several types of hotels (2) Excellent employee loyalty:

(1) to the hotel to meet the core needs of its professional development. This form is the most unstable. Because many other hotels offer the same or better career development opportunities. (2) Other managers are responsible for the core. This form is not very stable. Because if the manager "job-hopping" will lead to local synchronous excellent employees "job-hopping", it is difficult to resume "job-hopping" with customers in a short time. (3) The core of the hotel owner. This form is relatively stable. Because there are few changes in hotel owners, once it happens, the loss of almost all excellent employees will be very harmful. (4) Hotel is the core. This form is the most stable, because good employees have experienced the demise of hotels.

Excellent hotel staff: Should the loyalty and loyalty of excellent hotel staff leap from the first level (1) to the fourth level, and firmly establish the most loyal relationship with each other and the level of completion?

Hotels that make outstanding employees feel valued are an important part of the mutual loyalty relationship between outstanding employees. Excellent employees should always remind them of their important role in the hotel, understand the internal work of the hotel, strengthen two-way communication, and improve the level of honorary excellent employees. At the same time, effectively establish or further strengthen the personal goals and unified business goals of excellent hotel employees, and establish a loyal relationship between excellent hotel employees.

Holiday Inn Group has not passed strict training requirements and failed to meet the service quality standards of waiters, so it cannot enter the workplace. Instead, we care about and attach importance to the lives of employees and make them loyal to the hotel. White Swan Hotel also put forward the slogan: "I love White Swan Hotel." I hope that every employee will regard "White Swan" as a warm family, and every employee is willing to sacrifice for her and make his own contribution to the reputation of the hotel. One of the secrets of Japan's economic success after World War II is to cultivate a "loyal heart" in enterprise management and make employees become "enterprise people".

(3) Practical significance

Recently, the staff turnover rate of Chinese mainland hotels has remained stable, and even some hotels have declined. This is mainly because the state-owned enterprises in Chinese mainland have entered a critical stage, and it is expected that more and more laid-off workers will come to180,000. Next year, it will be difficult to find a good job for the time being. Because of the impact of the Asian financial crisis, the economic downturn of some export-oriented enterprises in China has also affected their enthusiasm. This is due to the impact of the Asian financial crisis, resulting in a decline in tourism benefits, hotels look good, some hotels began to reduce redundancy, making the organization stronger.

Hotels, with excellent employees, build relationships in the process of mutual loyalty and make efforts are the main aspects of hotels, not only their own efforts, but also actively guide excellent employees to achieve this goal. "Lu Yao knows horsepower and sees people's hearts for a long time." Hotels should seize this once-in-a-lifetime opportunity and strive to establish mutual loyalty and excellent employee relations.

I believe that as long as we follow the model of mutual loyalty and establish a relationship of mutual loyalty between hotels and excellent employees, we can effectively attract and retain excellent employees and improve hotel services to a new level of management and quality!

However, with hotels and talents, how to attract and retain talents has decreased the attractiveness of hotels, and increasingly fierce competition has become the most concerned issue for every hotel. With the talent exchange market, the traditional method is to limit the flow of talents, which can't reach the expected goal at all. Because more attractive opportunities beyond your control are beckoning to their employees. Therefore, the human resources management of our target hotel should try to control who will go in advance and when, so that the target enterprises need to retain talents, especially when the opening of new hotels in the region has a good response, just like the flood can not be relied on, and the dam and the same hotel should be diverted in time. In addition to hotels, people not only emphasize hard factors such as salary, bonus and welfare, but also many other soft methods, which often have unexpected effects.

Verb (abbreviation of verb) How can we have the following suggestions to retain talents?

(A) to adapt to talent

Mobility In the market economy, the mobility of talents is absolute. It is understood that in recent years, the turnover rate of hotel staff is relatively frequent, and some even exceed 40%, which undoubtedly has a great impact on the normal operation of the hotel. Faced with this reality, complaints can be handled better. Therefore, when we find that we can't find any way to retain some employees, we must learn to adapt. Usually finding suitable external resources is undoubtedly the first choice. When a human resource can always be obtained by the market, we sometimes find that the flow of talents is not a terrible thing.

Therefore, it takes energy to keep the hotel as much as possible. In addition to the old employees, it should also spend considerable energy to recruit new employees. If all the employees are really unwilling to move, I'm afraid the challenge in the hotel will be even greater. Of course, when you look at the flow of talents, you can't just look at the number of people leaving the hotel. More people don't want the hotel to find another person in the internal or external talent market.

(2) Don't touch very smart people.

Yoshiaki Tsutsumi, president of Seibu Group in Japan, is a very charming and influential figure in Japanese business, financial and public fields. He has a set of mature and relatively unique ideas and methods of employing people, and is usually regarded as a very smart person who is not very easy to use. He doesn't have a wise man, mainly based on three considerations:

Smart people look down on people around them who are easily mistaken for him, which leads to employees' psychological anxiety, undermines employees' confidence, reduces overall efficiency, and finally forms the impact resistance of the company's development.

Two people who are smart in walking have strong desires. Wise people's desire for weight, honor, status and interests will often corrode a person's heart, which will often lead to population conflicts and undermine unity.

The third is that the ambition of the wise is ten times or even hundreds of times that of ordinary people. Once in power, he is likely to surpass his selfish conscience, and his desire for power will begin to go his own way, not only to restrain his ability, but also to abuse his power. Therefore, as a service enterprise, hotels should also let people start recruiting people. In practice, no hotel is unwilling to hire the best employees, but a good, powerful and highly skilled employee image is often the most general attitude towards customer service. Hotels cannot last long, and it is difficult for hotels to retain them.

Therefore, when the hotel enters the target, it should recruit people to make some adjustments, mainly those employees who are extroverted and have good attitude, image and ability, because they are relatively easy to be satisfied and feel more at ease at work, and the hotel also attaches more importance to their work and work. Of course, for hotels, it is also easier to keep.

(3) Burn the incense of any employee at ordinary times.

There is a reason for mobility, partly because hotels usually pay too little attention to it. In order to prevent sudden resignation from bringing unexpected losses to hotel employees, hotels usually need to do some preparatory work.

First of all, we should make some strategic reserves of talents. This is behind every core employee, including managers and substitute professionals. The backbone of these people can be suggested by employees and be responsible by training key employees. The training effect of reserve talents can be included in the backbone staff of the hotel, especially one of the managers.

The second is to strengthen communication among employees. Communication is an important part of life. According to the analysis, except for sleeping humans, 70% of the time is spent on interpersonal communication. According to the survey, "good communication" is now the primary reason for employees to leave. Therefore, the hotel always pays attention to establishing smooth communication channels, creating enough communication opportunities, strengthening communication and establishing good interpersonal relationships in the hotel. Facts have proved that a harmonious interpersonal environment is very helpful to maintain the team's hotel staff spirit.

Third, through the training of employees, enhance the attractiveness of the hotel. Training is an important means to promote personal growth and enterprise development in modern society. Therefore, it is essential to formulate a perfect training system, regularly carry out various training plans and keep people in hotels. Imagine, if you have the opportunity to stay in the hotel for several years and have no desire for staff development and training, can the hotel keep him? There is a new survey by American International Data Corporation: If there is no business training opportunity, 44% employees will choose to change jobs within one year.

(4) Allow people to do Grade A and Grade B..

Things are in the talent market, but very hardworking people, almost all successful people are above average. Although hotels are divorced from the market and attract top talents, generally speaking, we can't hire senior talents, but we should provide opportunities to attract talents to develop and make them constantly strive to create themselves and become top talents, so that they will be more loyal to the hotel and lay a good foundation for the hotel to retain people.

How to help employees become top talents, set moderately high work goals, "let men do A-level and B-level things" and "force" potential employees are undoubtedly very effective measures. Imagine that if employees' work place, job requirements and ability to match their jobs are sometimes easier than enough employees to work together, they will naturally have a very satisfied or complacent mentality, thus mercilessly killing employees' pursuit of higher goals and making employees mediocre and satisfied. And "let people do A-level and B-level things", so that employees are always in a state of continuous progress, strive to achieve the required dynamic work, and constantly strive to improve themselves. Employees with work challenges feel discouraged in the form of "moderately high", thus investing more and being more loyal to the hotel. Of course, "moderately high" needs to master a "degree" problem.