The hotel industry has a high turnover rate for several months.

Generally, the turnover rate before the holiday is the highest.

According to the questionnaire survey of relevant institutions, the main reasons for employees' resignation are as follows:

1. has been in the existing post for a long time, and the job content has not changed, and the job level has not risen;

2. The company's management is chaotic and contradictory at the same time, lacking the atmosphere of officers;

3. High working pressure and long working hours;

4. Life pressure, financial pressure and low salary level;

5. Compared with friends, classmates or colleagues with the same qualifications, the workplace income and work content are not satisfactory;

6. Not interested in the current job;

7. The career development prospects in the company are limited.

To sum up, it is nothing more than two major factors: money and future. In the author's opinion, under the current circumstances, it is necessary for us to adjust the concept of industry human resources to understand the position, function and relationship of human resources in hotel management from a higher angle, so as to provide us with effective ideas on how to open this knot.

First, to get out of the dilemma of human resources in the industry, we must first establish two awareness.

1. Human resource is an inseparable part of hotel management and the most active element among all management elements.

There is a famous saying in the industry: "The only product of a hotel is service". We might as well further evolve this sentence, that is, the only "product" of the hotel is the professional ability of the service personnel.

Because the professional ability of hotel service personnel plays a decisive role in the quality of hotel service, what kind of service personnel the hotel provides will produce what kind of service, so the professional ability of service personnel has become one of the decisive factors of hotel market competitiveness.

2. Human resources are capital, not cost, and its input-output ratio should be highly valued.

In order to recruit new people, hotels put in labor costs and cultivate the ability of new people through the operation and management of each "production" link. These developed capabilities are the "profits" of human resources obtained by enterprises. Unlike cash profits, enterprises cannot really own these "profits", but can only use them.

Therefore, how to motivate talents to fully transform these "profits" into greater productivity, so as to realize value-added, is a management concept, which is not only a challenge to the human capital management ability of enterprises, but also a requirement for hotel professional managers under the new situation.

Second, manage human resources well. What do domestic hotels lack?

The human resources of the hotel include not only the quantity and quality of a group of people needed to maintain the normal operation of the hotel, but also a group of capable people. The success of hotel management and the formation of market competitiveness often depend on whether an enterprise can successfully operate and give full play to its human resources.

There is no advanced technology in the operation of hotels, so the core competitiveness of enterprises is not hardware facilities, institutional processes or organizational structure, but a talent team with excellent service and management capabilities, which is the most difficult competitive factor for competitors to replicate.

Third, the characteristics of talents who are good at managing talents

1, with clear sense of purpose. The goal is the basis of determining the value of various resources. People who are good at managing talents have clear work goals and know the abilities needed to achieve these goals.

2. Be good at judging the value and output of each position, and constantly optimize the production and workflow to obtain the best efficiency ratio.

3. Know people and be good at their duties. Talents who are good at managing talents attach importance to human factors in the process of achieving their goals, have a deep understanding of human nature, understand individual differences and the value of such differences, are good at doing the right things with the right people, and are good at stimulating employees' enthusiasm and initiative to the maximum extent.

4. Willing to help subordinates grow. Be good at developing their potential talents according to their characteristics and open up a broader development path for them.

5. Excellent leadership. John Kurt, a professor at Harvard Business School, who is known as the "first master of leadership", said: "Managers try to control things, even people, but leaders try to liberate people and energy." This sentence is actually about the dialectical relationship between leadership and management.

Human resources are made up of fresh people, and everyone's personality, ability and thought are very different. Whether to accept the influence of superiors depends on their trust in superiors and interpersonal relationships, that is, the use of their non-post rights.

It is difficult to realize the efficient use of human resources only through management means, because management means can often only exert influence on the behavioral level. For example, a person's ability shows a score of 10, and only management means can often get a performance of 6 points at most, because the thoughts and attitudes that affect people's behavior cannot be really managed, and this field can only be solved through leadership.

Superb leaders can effectively stimulate employees' enthusiasm, initiative, creativity and sense of ownership, so that they can exert their productivity above 65,438+00 points. Jack Welch, the former president of General Electric and a master of human capital management, has a deep understanding of this. He pointed out: "People are not for management, but for leadership."

Fourth, how to obtain talents who are good at managing talents?

As the meaning of the word "enterprise" shows: no one stops, people are the basis of all business activities of enterprises, and no business activities of enterprises can continue without people. Therefore, having a group of talented people who are good at management is the embodiment of the enterprise's human resource management ability, a powerful guarantee for the enterprise to realize value-added, and the beginning of a virtuous circle of enterprise management. As Kōnosuke Matsushita, a Japanese entrepreneur known as the "God of Management", said when talking about the secret of his enterprise's success, "Panasonic produces talents and produces some electrical appliances by the way".

To form a talent team that is good at managing talents, the key is to do the following:

0 1

Attach importance to the construction of corporate culture with equal emphasis on executive culture and humanistic culture, and create a suitable climate environment for attracting, retaining and growing talents.

02

Constantly improve the human resources policy, establish a salary system that meets or approaches market standards and an effective performance appraisal management and incentive mechanism, promote the transformation of enterprise human resources from ability to benefit, provide effective tools for discovering, using and realizing talents, attach importance to and strengthen the performance management skills training of managers, help them master the relevant skills and tools of employee performance management, and ensure the smooth operation of the performance management mechanism.

03

Pay attention to the needs of employees' career development and provide employees with career development plans. International brand hotels attach great importance to this work, because they understand that a century-old foundation begins with people. One of the main reasons why many hotels in China can't compare with them in management and operation lies in the gap between talent training and reserve consciousness.

04

When hiring or using managers, we should pay attention to understanding and examining their leadership, and give priority to managers with leadership.

05

Attach importance to the leadership development of enterprise management team. Many large international enterprises and many international brand hotels attach great importance to the leadership development of enterprise managers. For example, Claughton Leadership Development Center specially established by GE and Voyage Global Leadership Development Plan launched by Marriott International provide a series of leadership courses with the latest research results for managers of their enterprises, thus effectively developing their strategic planning ability and interpersonal skills.

Hotel industry, in particular, is different from other ordinary labor-intensive industries. Not only do employees need skilled operation skills, but also have higher requirements for employees' emotional intelligence, and the promotion and maintenance of employees' emotional intelligence can not be solved by management alone.