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Social Survey Report on the Human Resources Management of Grand Hotels Survey Records of Undergraduate Business Administration Graduates The subject of my social practice survey is ** Grand Hotel, and the title of the survey is "Employees First" in **Application in human resources management of large hotels". I visited Fu Yong, Manager of the Human Resources Department of ** Hotel from 14:00 to 16:30 on March 4, 2003. He introduced to me the recruitment, employment and training of employees of ** Hotel, as well as employee benefits, etc. , and borrowed the "Employee Handbook" of ** Hotel and the training records of various departments of ** Hotel in 2002. I visited Manager Fu again from 14:00 to 17:00 on March 6. Under his guidance, I visited the staff canteen, staff dormitories and staff activity center of ** Hotel. At the same time, he introduced to me how the hotel communicates with employees. How to involve employees in management. I completed the first draft on March 14, 2003. After review by my instructor, I finalized this draft on March 18. Self-identification: I am a student of the Bachelor of Business Administration in the Management Discipline of the "Talent Training Model Reform and Open Education Pilot" of the College Directly Affiliated to **Radio and Television University in the Fall of 2000. Through nearly three years of study in school, I have mastered the basic knowledge and basic knowledge of modern business management. theory. This time I participated in the social practice organized by the school. Based on the knowledge I learned about corporate human resources management, I chose ** Grand Hotel, a gold medal time-honored hotel in ** City, as the object of investigation. I interviewed the human resources manager of the hotel , consulted the hotel's "Employee Handbook" and the training records of various hotel departments in 2002, and wrote this investigation report with the title of "The Application of "Employees First" in Human Resources Management of ** Large Hotel". Through this social practice, I have a deeper understanding of the importance of human resource management in enterprises: Only by paying attention to the management of human resources can an enterprise have a high-quality workforce and achieve good benefits. Due to the limited knowledge learned, we can only analyze the human resources part of the company, so we cannot achieve a comprehensive and in-depth analysis. 1. Recruitment and employment of employees ** Grand Hotel takes the initiative in its own hands in the recruitment and employment of employees. It does not obtain information about job seekers through strict interviews, employment tests, etc., so as to judge the skills and knowledge of job seekers. Whether it meets the job requirements. At the same time, when recruiting employees, the hotel also provides job seekers with a comprehensive and objective introduction to the hotel situation, employee work content and requirements, and the training, promotion, salary, benefits, etc. that the hotel can provide employees, so that job seekers can make judgments from this information. Whether you are satisfied with the job you are applying for and whether you are qualified for the job. This approach will help ** Grand Hotel select better employees, and will also help employees strengthen their confidence in long-term work and struggle in the hotel, and enhance the cohesion of the company. 2. Pay attention to employees’ career plans and meet their personal development needs. ** Grand Hotel guides employees to determine their career goals from the moment they enter the store, helps them design personal growth plans, and provides employees with appropriate development opportunities. This reduces employee turnover and improves employee satisfaction. The more effective career development practices used by hotels and grand hotels are as follows: (1) Emphasis on employee training. Today, with the rapid development of hotels, the managers of ** Grand Hotel realize that people are the first factor in the success of the hotel. Yes, only high-quality employees can improve the hotel's competitiveness. They not only emphasize short-term economic benefits, but also do not ignore employee training because training will increase corporate costs and reduce profits. Therefore, the managers of ** Hotel adhere to the principle of "employees first", attach great importance to the training of employees, and provide them with various opportunities to recharge. Provide a series of training guidance based on the characteristics of employees. In addition to classroom training, there are also participatory and heuristic methods such as temporary acting supervisors. Employee training is comprehensive. In addition to various job skills training, there is also comprehensive quality training. (2) Establish an in-store recruitment system ** Hotels should use public means such as bulletin boards to provide information on vacant positions to all employees, so that employees who meet the requirements have the opportunity to apply. At the same time, when hotel positions are vacant, open recruitment should first be carried out in the store to encourage employees to have promotion opportunities as long as they work hard, giving employees room for development. When it cannot be replenished in the hotel, it will be replenished from outside the store. (3) Regular job changes. Hotel employees, especially those on the front line of service, usually have a relatively single job. Employees who engage in repetitive tasks for a long time will easily become bored and service quality will also decrease.

** Grand Hotel changes employees' jobs through job rotation, arranging temporary tasks, etc., and provides employees with various experiences to familiarize them with diverse jobs. Through employee cross-training and job rotation, it can not only avoid employees' boredom with monotonous work to a certain extent, improve employees' work enthusiasm, but also save hotel labor costs. In addition, through job rotation, employees not only master the service skills of multiple positions, but also become familiar with the service procedures of other positions, which helps to improve work coordination between departments. (4) Provide employees with self-assessment tools To establish a correct career development plan, employees must fully understand themselves and understand themselves, so that they can determine practical career goals. ** Grand Hotel has adopted a set of "Basic Talent Assessment Software" to help employees conduct self-assessment. This software can test every employee who applies for career design. Through the test, testers can understand their biggest Potential and the most suitable position for them, so that they can quickly determine their development direction and maximize their potential in practice. (5) Provide multiple promotion paths. In hotels, employees on the front line of service often have only one career path, which is to be promoted to management positions. Although many excellent service personnel have taken up management positions after training and training, and are fully capable of administrative management. However, there are also many excellent service personnel who are unable to do administrative work well, or do not like to engage in administrative work, and the front line of service work has lost a number of backbones. In this regard, ** Hotel has developed two different promotion systems for front-desk service staff and back-office service staff, and has established several different levels for each position. Excellent service personnel can be promoted to higher levels and increase their salary without having to leave the front line of service. Waiters at different levels have different responsibilities. For example: Senior waiters not only need to complete their own service work, but also need to train new waiters. In this way, the hotel can not only effectively attract outstanding employees, but also enable the enterprise to achieve the purpose of rational employment. 3. Strengthen communication with employees and encourage employees to participate in management. The success of the hotel is inseparable from the creativity and enthusiasm of employees. As employees on the front line of service, they understand the needs and requirements of customers better than managers, and are better able to identify problems at work. To this end, ** Grand Hotel has created a harmonious family atmosphere for employees, so that employees can fully express their opinions and actively participate in management, such as general manager reception days and other methods. Through two-way communication with employees, hotel managers can do To make better decisions, in addition, managers of ** Hotels should not only strengthen communication with existing employees of the company, but also pay attention to communication with "job-hopping" employees, because managers believe that these employees are often better than the existing employees of the hotel. Employees can point out existing problems in operation and management more directly and in detail. By in-depth understanding of the reasons why employees "jump", appropriate measures can be taken to better solve problems existing in hotel operation and management. ** Grand Hotel allows employees to participate in management, which further develops employees' subjective initiative, enhances employees' sense of work responsibility, and enables employees to have a clearer understanding of the requirements and expectations of managers, and is more willing to cooperate with managers to provide good service. In addition, in addition to encouraging employees to participate in management, the hotel also further adopts an authorization method to delegate part of the decision-making to employees, allowing employees to respond quickly to guest issues according to specific situations, which greatly stimulates the enthusiasm of employees. 4. Caring about the lives of employees Compared with other industries, hotel employees generally have greater work pressure and less free time. Managers of large hotels care more about their employees' daily lives and provide them with various conveniences. First of all, managers should attach great importance to the construction of employee dormitories and employee restaurants, provide employees with various cultural and sports activities venues, enrich employees' spare time spiritual life, and truly create a "home away from home" for employees. Second, managers also invest emotionally in their employees. Send greeting cards, gifts, etc. to express your blessings on holidays and employee birthdays. If employees have any difficulties at home, we try our best to provide support and help to relieve employees' worries. 5. Establish a reasonable remuneration system ** Grand Hotel has established a complete remuneration system based on the needs of employees. It includes three aspects: direct reward, indirect reward and non-monetary reward. (1) Direct compensation Direct compensation mainly refers to the basic salary, overtime pay, allowances, bonuses, etc. provided by the hotel to its employees.

In order to improve the treatment of service personnel, the hotel implements a post-job salary system based on position salary. The job salary system is divided into many levels from the general manager to the employees according to the decision-making level, leadership level, and service level. Each level has different salary systems due to different types of technical work. This can avoid the unreasonable phenomenon of dividing wages simply by administrative level, where the wages of service staff who have worked for many years are not as good as those of fledgling managers. (2) Indirect compensation Indirect compensation mainly refers to employee benefits. **Grand hotels adopt a unified approach to provide employees with benefits such as medical insurance, pensions, and paid holidays. (3) Non-monetary rewards Hotel managers realize that the needs of employees are multifaceted, including both material needs and spiritual needs. Therefore, managers should properly consider the spiritual needs of employees and motivate employees through various spiritual encouragement measures, such as selecting "best employees" and awarding the title of "job expert". Managers should also note that different employees have different spiritual satisfactions. And use various incentive methods in a targeted manner according to the individual differences of employees. If some employees want to have good interpersonal relationships, the hotel will organize some cultural activities, sororities and other social activities to meet their needs; some employees want to be respected and have higher prestige, the hotel can award various honors title to motivate them. Through the investigation in the above aspects, it can be seen that the managers of ** Hotel really value their employees, put them first, and effectively apply "employees first" to the hotel's human resources management. Because of this, ** Hotel can attract and retain excellent employees in the fierce competition for talents, so that the company can have a stable and high-quality staff team to provide guests with efficient and high-quality services, and win friends from all parties. Of course.