How is the performance appraisal of hotel catering conducted?

Performance appraisal is an important part of hotel human resource management, and it is a process of comprehensively, systematically and objectively evaluating employees' work performance and feeding back the evaluation results to employees. At the same time, the hotel conducts effective training for the places where employees lack ability to improve the overall quality of employees. Therefore, performance appraisal is the basis of modern hotel human resource management. However, without fair and reasonable performance appraisal, employees' motivation, salary and welfare will become empty talk, and scientific and reasonable performance appraisal has become a top priority for hotel development. In this paper, Hua Heng Zhixin, a human resources expert, combined with many years of consulting experience, summed up the common problems and countermeasures in hotel performance appraisal, aiming at making suggestions for everyone.

Hotel performance appraisal exists as a formal employee evaluation system. In the performance appraisal of the hotel industry, the work behavior and work effect of employees are judged through systematic methods and principles. Performance evaluation is an important activity of management communication between hotel managers and employees. The results of performance appraisal in the hotel industry can directly affect the adjustment of wages, the distribution of bonuses, the rise and fall of factories and many other issues related to the immediate interests of employees. Its ultimate goal is to improve employees' job performance, improve employees' satisfaction and future sense of accomplishment while achieving hotel business objectives, and finally achieve a double harvest of hotel industry and personal development.

It should be pointed out that, in theory, performance appraisal has strong operability. However, hotels often encounter some difficulties in the process of implementation and operation performance evaluation. Based on the years of experience and theoretical thinking of Huaheng Zhixin Human Resources Consultant Co., Ltd., Huaheng Zhixin made some preliminary discussions on this issue, aiming at attracting the attention of peers:

First of all, the purpose of the evaluation is not clear.

Analysts of Huaheng Zhixin once conducted a survey on performance appraisal among employees. Many employees think that performance appraisal is invalid. The key reason lies in the problems existing in the design and implementation of performance appraisal by hotel departments: for example, the purpose of appraisal is not clear, and sometimes even for the purpose of appraisal, the hotel appraiser and the examinee fail to fully realize that appraisal is only a management tool, and it is not a management purpose in itself. At the same time, assessment is irrelevant and arbitrary in content, project setting and weight setting, and often only reflects managers' will and personal likes and dislikes. Moreover, the whole system lacks seriousness and changes at will, so it is difficult to ensure the continuity and consistency of the system.

Second, the assessment method is single.

Judging from the current hotel industry, in the assessment practice, the superior is generally used to assess the subordinate. As the direct boss of employees, non-objective factors such as personal relationship between examiners and employees, personal prejudice or preference will greatly affect the objectivity of performance appraisal, so it is easy to form "leaders say you can do it, you can do it, you can't; The leader said you can't, you can't, and neither can you. As appraisers, it is difficult for leaders to give convincing appraisal opinions, which often leads to tension between superiors and subordinates and even the resignation of outstanding employees.

To evaluate an employee objectively and comprehensively often requires observation and judgment in many aspects. The appraiser should generally include the opinions of the appraiser's superiors, colleagues, subordinates, the appraiser himself and guests, and conduct a comprehensive appraisal, so as to obtain a relatively objective, comprehensive and accurate appraisal opinion. A single evaluator often lacks enough time and opportunity to understand the work behavior of employees, and the evaluator himself may also lack enough motivation and ability to make a comprehensive and detailed evaluation.

Third, the assessment criteria are not uniform.

For any hotel, establishing a unified performance appraisal system within the hotel to provide consistent competition standards for employees at the same level can not only ensure the fairness of the appraisal system, but also achieve the consistent goals of all departments of the hotel and promote the development of the hotel. All employees at the same level have the same evaluation standard, so there is no uneven standard, which ensures the fairness of the evaluation system and can motivate employees, thus achieving the purpose of hotel development. However, due to the different nature and functions of hotels, the establishment of a unified performance appraisal system is not in line with the objective reality of the development of various departments. If different evaluation criteria are set for different departments, it may cause internal contradictions. Take the front desk as an example: the evaluation of housekeeping staff is mainly based on the room occupancy rate, and the evaluation of marketing staff is mainly based on the average house price. In other words, for domestic workers, the higher the occupancy rate, the larger the bonus base, and the more their remuneration; For marketers, the higher the average house price, the larger the bonus base and the more salary. However, the higher the average room price, the fewer guests will stay in the room, and the room occupancy rate will drop. In other words, these two aspects are contradictory and exist in opposition.

Fourth, employees do not support it.

Performance appraisal is for all hotel employees, and the implementation of the appraisal process needs the cooperation and support of employees themselves. Although most employees think that performance appraisal is necessary and plays a great role, they demand the rationality and fairness of the whole appraisal system as a prerequisite. Due to the differences in personal hobbies and cultural backgrounds of employees, even if there is a unified evaluation system, different employees will have different views. Is it mandatory for employees to use a unified evaluation standard, or is it to provide multiple options for employees to choose an evaluation system that suits their own characteristics? The former can ensure the comparability of employees' performance at the same level and provide a basis for employees' promotion and salary increase, but it may inhibit the exertion of some talents of employees, such as innovation ability; The latter helps to stimulate employees' all-round talents, but it also destroys the comparability of employees' performance and forms an unfair hotel atmosphere.

Based on the above analysis, combined with the actual situation of the performance appraisal mechanism of the hotel industry that Huaheng Zhixin participated in in in recent years, Huaheng Zhixin put forward the following suggestions for the performance appraisal of employees in the hotel industry.

First, clear the goal of performance appraisal, let the concept of performance appraisal in hotel industry penetrate into the hearts of all employees, and eliminate and clarify the mistakes and vague understanding of performance appraisal in hotel industry.

The performance appraisal of the hotel industry can't be assessed for the sake of assessment. As a means of assessment, it is the benchmark of employees' daily behavior. If the goal of performance appraisal is unclear, performance appraisal can't stimulate the enthusiasm of employees and promote the growth of the company, then performance appraisal is meaningless. The specific design of performance appraisal should focus on respecting employees' value creation, forming an interactive process, including communication between appraisers and employees, and forming a guiding and amplifying mechanism of value creation in the company with the help of a vertically extended evaluation system. Instead of aimlessly targeting someone's likes and dislikes.

Second, establish a scientific evaluation model to eliminate the simplification of evaluation.

In order to avoid the simplification of performance appraisal methods, the hotel industry can use KPI indicators to evaluate employees. KPI indicators are divided into quantitative indicators and qualitative indicators. In the process of formulation, we should take into account the balance between quantitative indicators and qualitative indicators. Quantitative indicators are based on statistical data, with statistical data as the main evaluation information. Through the calculation formula of quantitative indicators, the performance evaluation index score of quantitative results is finally obtained. The qualitative index is that the evaluator analyzes the performance of the appraisee according to his usual observation and classifies the performance of the appraisee into relevant scoring grades. When formulating the performance evaluation index of each post in the hotel industry, we should adopt the combination of quantitative indicators and qualitative indicators to comprehensively evaluate hotel employees, which is helpful to comprehensively measure the performance of the assessed.

Third, carry out post analysis and formulate feasible assessment standards.

In order to ensure a set of scientific performance appraisal standards, it is necessary to carry out effective job analysis and confirm the performance appraisal indicators of everyone in the hotel industry. Therefore, it is necessary to strengthen communication and understanding with supervisors and employees through questionnaires and interviews. And make a job description for every employee of the company, so that employees can have a clear understanding of their own work processes and responsibilities, so that employees can enter a state of psychological cognition, accept assessment, have different job requirements, be equipped with different job descriptions, and implement practical assessment standards.

Fourth, supervise and guide the performance appraisal process and determine the landing of performance appraisal.

The formulation of performance appraisal standards for the hotel industry will be assessed by employees of various departments. Once the performance appraisal is determined, it needs to be implemented step by step. Just like "any city supervision will lead to corruption", especially in the initial stage of performance appraisal, the human resources department should play a guiding, supporting and supervising role in the appraisal of hotel employees. In every key link of hotel performance appraisal, the human resources department should play a guiding role in the setting of appraisal methods and indicators, audit the appraisal information, supervise the appraisal results, make the appraisal have a positive impact, help employees find shortcomings, propose improvements and finally improve their work.

Any best management measures and methods are accidental. Organizations have different management systems at different development stages and levels. An excellent management system must be suitable for its own development. If the performance appraisal of the hotel industry is too strict, it will increase the management cost, and in some cases it will even be impossible. The performance appraisal of hotel industry should follow three aspects: scientificity, operability and controllability, so as to improve the performance appraisal effect and satisfaction of hotel industry.