Particularity of hotel talent management.

If a hotel wants to succeed, it must pay attention to the unity of long-term and timely hotel strategy. The scale of the hotel should match the hotel's own resources and have a strong and United leadership team. Brand strategy is an important means of hotel success, and human resources are the first resource. In the final analysis, the competition in today's society is the competition of talents, and the core is the competition of high-level talents. The participation of hotel talents is an important weight of hotel success, and innovation is the soul of hotel development. The success of hotel development can only be achieved through good hotel talent management, which mainly focuses on three parts: hotel talent allocation, motivation and training.

1, hotel staffing

The so-called configuration is to put the right person in the right position. There are great differences in personality, temperament, interest and major. Some people may be suitable for administrative work, some people may be suitable for sales work, and some people can play their expertise in management positions. If people give full play to their talents, it is obviously beneficial to the development of hotels. On the contrary, it will not be able to achieve the established goals of the organization, and it will also make employees dissatisfied, thus reducing the efficiency of the hotel, which is essentially a waste of resources.

To solve this problem, it is necessary to rationally allocate human resources. The rational allocation of human resources, we must first predict how many jobs there are, which jobs need to be filled, and what are the specific requirements of this position. Hotels attract new members, which can generally be divided into three purposes: first, normal replenishment; Second, substitute class truancy; The third is the need to open new business.

2, hotel talent incentive

The so-called motivation is to provide each employee with a means to pursue and achieve goals, which will meet his personal needs. Motivation can mobilize the enthusiasm of employees and improve hotel performance; It can tap human potential and improve the quality of human resources. It includes spiritual encouragement and material encouragement.

In recent years, emphasis has been placed on material incentives represented by money. This is a common thought in China today, and it is also a common way adopted by the hotel industry. For the development of hotels, spirit is not everything, and money is not everything. Material incentives can't replace everything, so we must master moderation. There is no obvious causal relationship between the material environment and welfare of work and the efficiency of workers. On the contrary, employees' psychological factors and social factors have great influence on their work enthusiasm. It is inappropriate to take material stimulation as the only means of motivation. Money is only a part of it, and most of the needs are emotional comfort, security and belonging. Hotel leaders should be able to improve employee satisfaction, meet employee needs, and be good at listening to employees' opinions, so as to balance the economic needs of formal groups and the social needs of informal groups. Due to the high mobility of the hotel, the safety needs of employees are to ensure career stability and prevent accidents. The hotel's occupational security, pension system and medical insurance system are all aimed at this demand. Physiological needs and safety needs are the most basic needs, both of which belong to health care factors. Doing these things may not make employees work hard, but if they can't, they will be dissatisfied. At the same time, we should also meet the social needs, respect needs and self-realization needs of employees. Hotels need to meet the social needs of employees through negotiation system, profit distribution system, group activities system, mutual fund system and entertainment system. What employees pursue is nothing more than status, fame, power, responsibility and relative salary with others. Enterprises should establish personnel assessment system, promotion system, commendation system, fund allocation system, selection and training system, committee and participation system to meet the needs of employees' respect. Employees need to give full play to their potential abilities at work. Hotels should stimulate and meet the needs of employees' self-realization through measures such as decision-making participation system, proposal system, research and development plan and labor-management meeting. Hotels should try their best to stimulate and guide the realization of employees' advanced needs, so that hotels can achieve greater development.

3. Hotel personnel training

No matter how to allocate and encourage, there is still an important problem about talent training. To cultivate hotel talents, we must first understand the following twelve main qualities that talents should possess. It is reaction ability, coping style, physical condition, team spirit, leadership, respect for work and music, innovative ideas, curiosity, attitude towards people, ethical control, living habits and adaptation to the environment. All kinds of training in hotels play a vital role in the long-term development of hotels. It is more important to cultivate working ability than knowledge training. From configuration, motivation to training, hotels should attach importance to the management of hotel talents. If we can arrange it reasonably, we will find that hotel talents are actually around, and relying on them, the hotel can achieve rapid development. Paying attention to management is the eternal theme of hotel development in the new period. Only by strengthening the management of hotel talents can the hotel be in an invincible position.

The concept of talent management appeared in the 1990s. Many enterprises use it to recruit, develop and retain talents, and drive the company's performance through talents. At present, there are different definitions of talent management: Morton(2006) described eight types of talent management activities: recruitment, retention, development, leadership development, performance management, employee feedback/measurement, talent planning and culture. Fitz -enz (2005) believes that talent management includes six human resources services: employment and placement, leadership development, succession, performance management, training and education, and retention. Farley (2005) pointed out that talent management is a process of exerting the value of employees, and the core topic of the definition of talent management has become "attracting, hiring, cultivating and retaining talents".

If this concept is extended to specific applications, "recruiting, developing, placing and retaining top employees" will become the overall definition of talent management. Talent management also includes many aspects, such as attraction and recruitment, evaluation and evaluation, performance management, learning and development, succession and retention.

The core of talent management is "talent", and its underlying technology is "definition of talent", more specifically, "talent model suitable for specific culture and specific post". This involves quality model, leadership model, talent evaluation, evaluation center, 360 evaluation, employee survey and many other technologies.

Talent management and human resource management are not different or separated, but a new stage that the company will inevitably enter after establishing the basic human resource system, which is the inevitable result of the further development of human resource management according to its own logic. But there is a fundamental difference between the two:

1. Human resources emphasize egalitarianism and pay attention to processes, such as job description, salary system, attendance and benefits. Talent management emphasizes the concern for talents, such as attracting, hiring, placing, developing and retaining talents. Human resource management treats everyone equally and avoids treating everyone differently according to the company's resource allocation, while talent management regards the needs of "core" and "non-core" employees as different and "begins to pay attention to the different requirements of individuals in different groups".

2. Human resource management is often the responsibility of HR department, while talent management is the responsibility of HR department and senior managers. The responsibility of talent management is often entrusted to the business director, while the human resources department is responsible for designing and publicizing the system and testing the results. Obviously, the responsibility of cultivating talents is more the responsibility of managers than that of HR!

3. Every module of human resource management is isolated, and its focus is not on "people", but on the realization of functions. The starting point of talent management is "people" and "talents". In talent management, management functions are considered to be closely linked and coupled around talents. Therefore, the final result of talent management is continuous talent supply.

I hope the above information is helpful to you!