How hotels retain outstanding talents

How hotels retain outstanding talents

Paper keywords: hotels; outstanding talents; salary management; corporate culture

Paper abstract : The loss of outstanding talents is a common and prominent problem in my country's hotel industry, which often leads to a decline in hotel product and service quality, increased operating costs, and declining economic benefits. Retaining people through salary management, corporate culture and humanistic management are important measures to prevent hotel talent loss.

? Related papers: College student papers, business finance papers, economic papers, education papers? Popular graduation papers

The loss of outstanding talents is a common problem in hotel human resources management in my country. question. The excellent talents mentioned here refer to those employees who can bring most of the revenue to the hotel in important positions, such as hotel sales staff who maintain close contact with major customers, outstanding hotel managers, skilled senior chefs, outstanding Grassroots waiters, etc., these employees can not be retained only by high salary, they also hope to be given a platform to display their talents and realize their own life value. In recent years, a large number of outstanding hotel employees in our country have been transferred to foreign-funded hotels or to other industries, not just because those companies provide high salaries, but also because in those companies they can get rid of the constraints of the relevant systems, get a stage to show themselves, and better achieve their self-development. For our country's hotels, the loss of outstanding employees takes away the hotel's valuable wealth such as intellectual resources, technical resources, and management resources, causing the hotel to lose its core competitiveness and fall into operating difficulties. How can a hotel be "people-oriented" and retain outstanding talents, which is of extremely important significance to the development of the hotel. Since its opening in 1997, the three-star (quasi-four-star) Yanliang Hotel in Shiyan City, Hubei Province has been adhering to the concept of "developing talents" and "retaining talents", constantly improving the employment mechanism, and correctly understanding people with a development perspective. , use people, train people, care for people, inspire people, and always believe that only with first-class talents can we create first-class hotels. During my on-the-job training at Yanliang Hotel, I made an in-depth study of this issue and believed that its approach could be used as a reference for other hotels.

1. Salary management to retain people

Salary management generally includes the distribution and management of employees’ basic salary, performance salary, allowances, bonuses, etc. It is the most sensitive and important aspect of human resources management. The most interesting and technical content. Salary management is one of the most powerful levers for hotels to attract and retain talents, motivate employees to work hard, and maximize the effectiveness of human resources. At present, my country's hotel industry has entered the "meager profit" era, and many hotels are in poor operating conditions. At this time, many operators emphasize cost control, including reducing labor costs, reducing wages, reducing benefits, etc. This measure can indeed have a good effect on improving operating conditions in the short term, but it has a huge negative impact. It often leads to employees being demotivated, product quality and service quality to decline, and even triggering a large number of employee losses, especially the loss of outstanding employees. , causing a vicious circle in hotel operation and management. In fact, poor hotel performance is mostly caused by errors in business philosophy and decision-making. In this case, not only cannot the salary be lowered, but the salary should also be raised to encourage employees to work with the hotel to overcome difficulties and seek development; otherwise, the support of employees will be lost and the hotel's situation will tend to worsen. When raising wages, both efficiency wages and fair wages should be taken into consideration. That is, it is necessary for hotels to pay high-efficiency wages to some more efficient employees according to the principle of efficiency, and it is also necessary to implement phased and protective measures for less efficient employees according to the principle of fairness. Wage payment requires the hotel to have a standardized salary management system.