How can restaurants and hotels retain employees?

If labor prices are raised due to lack of employees, labor costs will increase and competitive advantage will be lost. Without its competitive advantage, it will be difficult for hotels to survive. In order to retain these employees, many hotels have adopted different methods. Human resource management has always been an important task in hotel operation and management. In the past, hotel management regarded human resource management as a cost. However, since its development, careful management of talents as one of the most important resources is the most important change in today's hotel management concepts. How to absorb and retain talents is an important issue in hotel management. Creating a good hotel management environment has become a top priority for hotel managers to attract and retain talents. To effectively retain employees, the following methods can be adopted: 1. Establishing a good hotel brand and reputation is the fundamental way to reduce brain drain. The root cause of brain drain lies in the mechanism, system and employment philosophy, and is reflected in business management and In terms of efficiency, hotels must continue to grow bigger and stronger, expand their scale, improve efficiency and visibility, enhance brand effect, and form a positive interaction between hotels and employees. Let employees grow in learning and develop in work. While their own business level improves, their own value also increases. 2. Creating a good career development environment for employees is the key to retaining talents. Hotels must vigorously create a good working platform for employees, boldly use and discover talents, and provide opportunities for all types of existing talents. Employees who enter the hotel after strict screening, except for highly professional talents such as finance, chefs, and computers, are basically assigned to work in the order of catering, guest rooms, business, and front office and perform actual operations, so that each new employee can understand Have a certain understanding of each position in the hotel and master the basic skills. Determine suitable positions for new employees based on the results of observations and assessments. Employees can also display their talents in positions that are completely suitable for them based on their majors, hobbies, and strengths. 3. Establishing a fair competition mechanism is the primary task of retaining talents. If a hotel wants to develop, it must have a complete set of open, fair, just, and merit-based competition mechanisms to change "horse racing" to "horse racing on the field" and form a "managers can improve their abilities" It creates a flexible atmosphere where employees can come in and out, wages can be high or low, and organizations can be set up or removed. 4. Improving the learning and education system and establishing its own "talent reserve" are the source of stamina for hotel development. Strengthening the retraining of existing personnel and promoting employee knowledge updates will greatly provide stamina for hotel development. According to the annual, quarterly and monthly training plans, employees will be re-learned and re-trained on professional skills, professional ethics and modern hotel management concepts. 5. Emotional investment is the only way for hotels to retain talents. Understand the ideological status of employees, moisturize things silently, solve employees' practical problems, eliminate employees' ideological baggage, care about employee growth, unify employees' thinking, and use a pragmatic and humane attitude. , win the trust and support of employees, and then achieve the purpose of retaining talents. In-depth and improved human management of employee birthday banquets, construction of employee entertainment facilities, employee dining, etc. 6. Establishing a flexible salary mechanism is the basis for retaining talents. Based on the importance of the position, the degree of technical requirements, the technical level of employees and the size of their contributions, reasonable salary and incentive mechanisms should be formulated to continuously improve the relationship between managers, hotels and employees. We can truly form a community of interests, truly achieve more rewards for more work, higher intelligence and higher remuneration. To ensure that the value created by work is directly proportional to the salary, the hotel should implement a "point-based salary system". From the general manager to the front-line employees, set points standards at different levels, and list the monthly operating income according to a certain proportion. Input employees' wages, calculate the amount of points per unit, distribute wages according to the completion of tasks, and implement rewards and punishments. This can significantly increase employee wages, motivate employees to work, and eliminate unstable factors. Seventh, let employees understand the division of labor within the hotel. Some departments in the hotel only have a few people, and there is also a division of labor between each other, so that managers and employees can directly participate in all aspects and links of hotel operations, and play a leading role in the work, and also There must be a division of work.

With division of labor, responsibilities can be clearly defined, work efficiency can be improved, and market competitiveness can be enhanced. The first thing a new employee does when entering the hotel is to ask him to understand what he does in the hotel, how to do it, and understand how these positions are organized in the hotel. Your position in the structure and your position and role in the hotel. Let employees actively tie their own development and interests to the development of the hotel, and let every employee know what you are thinking and what you hope for most, such as technical problems to be solved. Managers should give employees a way to enhance cohesion and subjective initiative. , the opportunity to proactively consider the hotel, so that the development and interests of employees are closely linked to the development of the hotel. 8. Let employees see the managers’ selfless work at any time. As a hotel manager, your words and deeds will affect your employees’ work enthusiasm and efficiency. As a manager, you often work overtime and forget about food and sleep. You are the best education and motivation for employees. 9. Maintain communication with employees’ families. A very important factor is how to form the cohesion of the hotel. Effectively communicating with your employees’ thoughts and feelings is all about communicating with your employees. 10. Help employees realize their wishes. An important issue for hotels is to stabilize their workforce. No hotel is willing to lose a capable employee. But we have to face the fact that sooner or later the most capable employees in the hotel may find another career, especially technical or marketing talents. The worst result is that they may defect to the hotel's competitors. To avoid the worst-case scenario, the only thing that can be done is to help them realize their wishes and not let them fall into the arms of competitors. This may also bring potential benefits to the hotel in the long run. 11. Encourage employees to recommend talents. Since hotel employees have a better understanding of the recommended person's abilities, expertise, and work style, people recommended by employees can generally get into work quickly after arriving at the hotel. In addition, converting employees from part-time to full-time is a good way to retain employees. Converting employees from part-time to full-time can reduce costs, improve the quality of human resources, and stabilize the workforce. 12. Psychological principles of personnel motivation Correct motivation principles can fully mobilize people's enthusiasm and promote the smooth realization of organizational goals. Although incorrect motivation principles can mobilize enthusiasm, they can easily deviate from the direction. Therefore, incentives must be formulated under the guidance of correct incentive principles. Incentives are meant to mobilize people's enthusiasm and satisfy people's legitimate and reasonable needs. Therefore, before formulating incentive measures, sufficient research and research must be conducted to truly understand what people's basic needs are. How satisfying is it? Which needs satisfaction can best motivate employees? Only in this way can we be targeted and achieve better results. The need for respect and honor, the need for achievement, the need for invention and creation, the need for culture, the need for labor, etc. There are many ways to classify personality types. Mainly refers to the two personality orientations of introversion and extroversion. Introverts have an introverted attitude, driven by the need for autonomy, ability, and achievement; extroverts have a foreign attitude, driven by the pursuit of power, social respect, and other needs. Employees' different psychological needs and personality orientations produce different motivations, which requires managers to adopt different motivation methods. Correctly analyze employees' work motivation. The strength of an employee's work motivation depends not only on what he gets from work or labor, but also on how satisfied the employee's psychological needs are with the manager's work arrangements and external rewards. Research materials show that employees’ hard work may depend on the following factors: The possibility that their efforts can achieve or exceed management goals; (1) The possibility of receiving rewards if the goals are achieved; (2) The satisfaction of external rewards The possibility of needs; (3) The possibility of satisfying psychological needs at work; (4) The evaluation of the satisfaction of these needs. Satisfy the external needs of employees All employees hope to obtain satisfaction from their work. The most common and common satisfaction is salary and bonus, which is external satisfaction. Wage is not only a guarantee of life, but also a symbol of social status, role playing, respect, and personal achievement and power. The motivational effect of salary depends on many specific conditions: A. Personality characteristics; B. Achievement needs; C. Economic background, etc.

Pay attention to the presence needs of employees. In addition to the function of meeting basic life needs, work also has the function of meeting other psychological needs. Work is a tool for satisfying various social needs. By completing work, you can meet social interactions, display talents, display ambitions, exercise power, achieve achievements, exert creativity, and gain social respect. If employees only regard work as a means to make money and make a living, they may have an indifferent attitude towards work, or even a disgust attitude, and they will also have a high enthusiasm for work. People who pursue the satisfaction of psychological needs regard work as noble and as a means to satisfy their own needs. Of course, what kind of needs people focus on is related to the development level of social productivity and the living standards of all people, as well as to the specific circumstances and values ??of individual economic life. Adopt reasonable incentive measures. The effect of incentives is closely related to the scientific and reasonable lifestyle of incentives. Incentive measures are scientific and reasonable, people's psychological acceptance is high, and people's enthusiasm is greatly mobilized. If the incentives are unreasonable, people will feel psychologically excluded and even dampen the enthusiasm of some people. An important condition for reasonable incentive measures is to make them psychologically acceptable to all personnel. This is a very important prerequisite. Only in this way can it have an motivating effect and mobilize the enthusiasm of all personnel. To be continued: To be continued——