How do hotels retain employees?

With the marketization of talent exchange, the traditional practice of restricting the flow of talents can't achieve the expected purpose at all. Because you can't control all the more attractive opportunities to wave to employees. Therefore, the goal of hotel human resource management is to find a way to control who will leave in advance and when, so as to retain the talents needed by enterprises in a targeted manner, especially when new hotels in the region are going to open, they should be prepared in advance, just like not only building dams, but also diverting water in time when floods come. Hotel retention can not only emphasize hard factors such as salary, bonus and welfare, but also many other soft measures can often have unexpected effects.

Adapt to the flow of talents

Under the condition of market economy, the flow of talents is absolute. It is understood that in recent years, the turnover rate of hotel staff is relatively frequent, and some hotel staff turnover rate even exceeds 40%, which undoubtedly has a great impact on the normal operation of hotels. In the face of such a realistic situation, it is better to complain than to respond positively. So when we find that we can't find any way to keep some employees, we must learn to adapt. Usually, finding suitable external resources is undoubtedly the first choice. When there is a ready-made supply of human resources in the market, we sometimes find that the flow of talents is not a terrible thing. Therefore, in addition to trying to retain the old employees, hotels have to spend considerable energy to recruit new employees. If all employees are really unwilling to move, I'm afraid the hotel will encounter greater challenges. Of course, when we look at the flow of talents, we can't simply look at how many people have left the hotel. More importantly, we should look at whether the people who have left are the people the hotel wants to keep and whether they can find substitutes in the internal or external talent market.

Don't recruit extremely smart people.

Yoshiaki Tsutsumi, president of Seibu Group in Japan, is a very attractive and influential figure in Japanese business, financial and public circles. He has a set of effective and unique ideas and methods of employing people, that is, people who are generally considered not easy to use are extremely smart. He doesn't need smart people mainly for three reasons: First, smart people often look down on people around him, causing employees' psychological anxiety, undermining employees' confidence, reducing overall efficiency, and finally forming resistance that affects the company's development. Second, smart people have stronger desires than ordinary people. Smart people have a strong desire, but honor, status and interests often corrode a person's heart, which often leads to group conflicts and undermines unity. Third, the ambition of smart people is ten times or even a hundred times that of ordinary people. Once in power, they are likely to be selfish beyond their own conscience and start to think of ways for their own power, not only to suppress the ability of others, but also to abuse power for personal gain. Therefore, as a service enterprise, hotels should also start from recruiting people. In practice, no hotel does not want to recruit the best employees, but in fact, those employees with good image, strong ability and high skills often have a general attitude towards customer service and cannot work in the hotel for a long time, so it is difficult for the hotel to retain them. Therefore, when entering the hotel, the hotel should make some adjustments to the recruitment targets, and recruit more employees with extroversion, good mentality, moderate image and ability, because they are relatively easy to be satisfied, their work is more practical, and they pay more attention to the jobs and posts given to them by the hotel. Of course, it is easier for hotels to keep them.

Any employee who usually wants to burn incense flows for a reason, partly because the hotel usually pays too little attention to it. In order to prevent the sudden resignation of employees from bringing unexpected losses to the hotel, the hotel should do more preparatory work at ordinary times. First, we should reserve some strategic talents. That is to say, behind every core employee, including managers, there is an alternative talent, which can be recommended by core employees or cultivated by core employees. The training effect of reserve talents can be included in the hotel's assessment of key employees, especially managers. The second is to strengthen communication among employees. Communication is an important part of life. According to analysis, besides sleeping, human beings spend 70% of their time on interpersonal communication. The survey shows that "poor communication" is also one of the main reasons for employees to quit. Therefore, the hotel should pay attention to establishing smooth communication channels, creating enough communication opportunities, strengthening communication and establishing good interpersonal relationships in the hotel. Facts have proved that harmonious interpersonal environment and upward team spirit are very helpful for hotels to retain employees. The third is to enhance the hotel's attractiveness to employees through training. Training is an important means to promote personal growth and enterprise development in modern society. Therefore, it is also essential for hotels to establish a perfect training system and regularly carry out diversified training programs. Imagine, if an employee who is eager to develop can't get training opportunities in the hotel for several years, can the hotel keep him? According to a recent survey by American International Data Corporation, if enterprises lack training opportunities, 44% employees will choose to change jobs within one year.

Let B-level people do A-level things.

In the talent market, most successful people are those who are above average but very diligent. Although hotels don't recruit top talents in the market and generally can't recruit top talents, we should provide opportunities for the recruited talents to develop themselves in their work and become top talents, so that they will be more loyal to the hotel and lay a good foundation for the hotel to retain people. How to make hotel employees become top talents, set moderately high work goals, "let B-level people do A-level things" and "force" employees' potential is undoubtedly a very effective measure. Imagine that if employees' job requirements are completely consistent with their ability to work, and sometimes they are unable to do so, they will naturally have a very satisfied or complacent psychology, which will mercilessly stifle employees' will to pursue higher goals and make them mediocre and self-satisfied. And "let B-level people do A-level things" will keep employees in a dynamic work of constantly making progress and striving to meet job requirements, and at the same time constantly improve themselves. The work challenge brought by "moderately high" will make employees feel valued, thus becoming more devoted and loyal to the hotel. Of course, "moderately high" should grasp a "degree" problem. If the "degree" is too low, it will not achieve the expected effect, which will easily make employees distrust and resist the hotel, and it will be difficult to do a good job in the aftermath; However, if the "degree" is too high, it will easily lead to great work pressure for employees, which will not only fail to meet the work requirements, but also make employees feel frustrated, thus greatly undermining the enthusiasm of employees and affecting the service quality and overall efficiency of the hotel.

Encourage internal "job hopping"

Sony, a famous Japanese company, publishes weekly internal tabloids, which often publish "recruitment advertisements" from various departments. Employees can freely and secretly apply for jobs, and the boss has no right to stop them. This is the so-called internal job hopping. As we all know, when a person is engaged in a certain job for a period of time, it is easy to become numb and rigid, become accustomed to everything, become more and more slow-witted, and even get bored in the end, of course, there is no pressure and motivation. As a labor-intensive enterprise, there are many jobs in hotels. Therefore, as a human resource manager of a hotel, to change the old idea of letting employees work in one position for a long time, we might as well learn from Sony's practice and create conditions for employees to have cross-post and cross-departmental work and development opportunities. We should know that experience is a kind of wealth, and internal "job-hopping" will be of great benefit to improving the overall quality of employees and retaining them. At the same time, it is also a good way for the hotel to improve communication and coordination among all departments and improve the overall efficiency of the hotel. At present, many hotels have rotation training programs, but efforts should be made to enhance the planning and pertinence, so that it can play a greater role in retaining people. Read more relevant knowledge and return to the list of personnel management columns.