Research on the Current Situation of Hotel Staff Turnover

1. The current situation of staff turnover in the hotel industry. Employee turnover has always been a difficult problem for enterprise managers. With the advent of the era of knowledge economy and the acceleration of people's life rhythm, the turnover of employees is becoming more and more frequent. The turnover rate refers to the ratio of the sum of the transfer-in and transfer-out of employees to the average number of employees in a certain period. In other industries, the normal turnover rate of employees should generally be around 5%- 10%. As a labor-intensive enterprise, the turnover rate of hotels should not exceed 15%. However, according to the survey of human resources of 33 2-5 star hotels in 23 cities in China conducted by china tourism association Human Resources Development and Training Center, the staff turnover rate in the hotel industry has reached 23.95% in recent five years. With the increasingly fierce competition in the hotel industry, the staff turnover rate has been high. In particular, the loss of some highly educated and high-level management talents needed or recruited by hotels is serious. They often choose to change jobs after attending hotel training and mastering certain technical skills and service awareness. For example, Hangzhou 10 Hotel recruited 168 college students in 2000, and by the beginning of 2003, 1 1 lost students, with a turnover rate of 66. 1%, of which 865,438 college students failed to enter the hotel 1. 2. The hotel industry (1) is characterized by high turnover rate. According to the human resources management and development survey of 33 2-5 star hotels in 23 cities in China conducted by china tourism association Human Resources Development Training Center in July 1999 (the following data are also the results of this survey), 1994, 1995, 1996,/kloc-0. (2) The higher the hotel star rating, the greater the turnover rate. Four, five-star hotel staff turnover rate is 25.74%, two, three-star hotel staff turnover rate is 20.15%; The staff turnover rate of joint-venture hotels (26.72%) is higher than that of state-owned hotels (2 1. 18%). (3) Brain drain is fast. Good foreign language, high education, strong ability, young age, frequent flow of talents in management positions and professional and technical positions. 3. Analysis of the reasons for staff turnover in the hotel industry (1) The particularity of hotel employees' occupations leads to the difficulty in finding hotel talents. First, hotels are service industries. Under the influence of China's traditional ideas, the whole society has a wrong understanding of the profession of hotel staff. Being engaged in the hotel industry is often regarded as "serving people" and "eating young people's meals", being inferior, being looked down upon and lacking a sense of honor. Under the background that urban residents are generally only children, the influence of this occupational prejudice is increasing day by day. Many young people are not optimistic about the hotel industry, especially college students. Even if they enter the hotel industry, many people are "in the body and in the heart" and can't concentrate on being a hotel. When the time is ripe, these hotel talents will not hesitate to resign and enter other companies or enterprises. Secondly, the professional characteristics of the hotel determine that its work intensity is high, and its work is unconventional and very hard. Front-line employees have to work in three shifts, even managers have no normal rest time, and everything should be customer-centered. Many high-quality hotel talents are overwhelmed and eventually leave the hotel industry. Third, employment in society is more extensive at present. For high-quality hotel talents with multiple skills, they can give full play to their talents in other fields. Fewer and fewer people are willing to stay in the hotel industry, and they will choose some enterprises with relatively regular working hours and moderate labor intensity, which also promotes the outflow of high-quality hotel talents. (2) The unreasonable salary system restricts the growth of high-quality hotel talents. First of all, the wages in the hotel industry are relatively low. The author has compared and analyzed the salary changes of hotels with banks, hospitals, schools and other industries: in the mid-1980s, the monthly salary of a hotel executive was about1500-2,000 yuan, but now, the inflation rate has been four to five times that of the past, while the salary level of a hotel executive still stays at1500-2,000 yuan, while that of other industries is 80. However, they increase with the inflation rate. At present, their income level has surpassed that of hotels, but the salary level of the hotel industry has basically stagnated, which will inevitably affect the attraction of the hotel industry to high-quality talents. The relatively low salary level is the direct reason why a large number of high-quality hotel talents leave the industry. Secondly, the quantitative employment system restricts the production and training of high-quality hotel talents. At present, in order to ensure the quality of service, most domestic hotels only consider quantity and win by quantity. This staffing model makes the hotel's talent level go from bad to worse. Generally speaking, most people get low salaries, and hotels pay attention to quantity rather than quality in human resources development, which leads to the expansion of total labor costs, and the salary level has always hovered at the level of 20 years ago, which eventually leads to brain drain. Thirdly, the unreasonable salary system and distribution structure lead to the slow progress of hotel staff professionalization, and the salary level of employees is always linked to the position. The inflexibility of this salary system leads to the promotion of high-quality hotel talents before the salary increase; Hotel service does not consider factors such as skilled skills or quality improvement, which also reduces the enthusiasm of employees and cannot cultivate more outstanding talents. (3) "People-oriented" is just a slogan, which does not really meet the needs of hotel talents. This is related to the present situation of China's hotel industry. Many hotels in China are single hotels with narrow promotion space and few development opportunities. As a result, many employees with good quality have stayed in the same position for many years, which makes them feel that their career in the hotel has reached its peak and they are looking for another job for better development. Second, there is no systematic training mode to develop the existing talents in the hotel. At present, the training mode of hotel talents is relatively simple. Most domestic hotels improve their service quality by increasing the number of hotel employees, but there is a phenomenon of "only using, not training", which makes it difficult for hotels to train a large number of professionals and high-quality talents are out of stock. When a group of core talents and key talents are lost at the same time, the hotel will be caught off guard, and even a vicious circle will appear, and there will be a situation of pulling out the seedlings to encourage them. In the process of promotion, it is to drive ducks to adapt to a certain position, rather than to be competent for a certain position through training, and the replacement personnel can not adapt to the position in time. Third, there are misunderstandings in human resources development. On the one hand, our hotel thinks that the quality of employees is low and talents are in other hotels. Therefore, it does not hesitate to spend a lot of money to urge the managers and employees of other hotels to "join", while ignoring the development and training of its existing talents; On the other hand, employees think that hotels don't respect their work and value their talents, and they also "jump ship" under the temptation of the interests of other hotels. The influence of hotel employee turnover Normal employee turnover can ensure the continuous renewal of enterprise talents, but at present, such a high turnover rate of hotel employees in China has obviously brought adverse effects on the overall development of China's hotel industry. 1. Staff turnover will increase the operating cost of the hotel. Hotels need to invest in human capital when recruiting and training talents. These investments will flow out of hotels and into other hotels or other industries where people flow. In order to maintain normal business activities, hotels need to re-recruit suitable talents to fill vacant positions after the loss of original employees, thus paying a certain replacement cost. 2. Staff turnover will cause the loss of hotel customers. Hotel employees, especially those in the sales department, have many regular customers after receiving hotel training and working for a period of time. Once these employees are lost, it means the disappearance of hotel customers, which will inevitably bring great competitive threats to hotel management. 3. Staff turnover will lead to the decline of hotel service quality. Hotel staff, especially professionals trained by the hotel, have skilled service skills and a sense of consciously serving guests, which is gradually formed through accumulated work. If they leave the hotel, and the new employees can't reach the level of the old employees and the requirements of hotel service quality, it will inevitably lead to the decline of the whole service quality. 4. Staff turnover will greatly affect the morale of hotel staff. The loss of some employees, especially trained senior employees, will adversely affect the mood and work attitude of other employees, and may lead to a wider range of personnel turnover, which will seriously affect their work enthusiasm. The effective control of employee turnover in hotel industry is one of the industries that opened to the outside world earlier in China, and there are many places worth learning from foreign-funded hotels in the rational use of human resources. 1. Form a flat hotel management organization as soon as possible. The flattening of hotel organization is an inevitable trend of industry development. The root of flattening is to establish an efficient organizational structure according to the hotel's own characteristics, use high-quality managers in appropriate positions, and reduce the levels of organizational structure and unnecessary staffing. According to the flat structural characteristics and effective service flow, design the best business flow and service standard of the hotel, and achieve the best service effect with the least number of personnel. 2. Establish a quality-oriented internal incentive mechanism for human resources. First, set up a "knowledge supervisor" or "intellectual capital supervisor" in hotel management to quickly collect, process and save a large number of instructions to strengthen the management and training of hotel talents; Secondly, the implementation of human resources development plan, including "continuing education" and "lifelong education", talent promotion and appointment system. And design development channels for employees, and establish a training system for hotel quality human resources; Third, improve the distribution and reward system, and implement the policy and reward system inclined to the development of quality-oriented human resources. 3. Implement "humanized" management, improve the assessment and promotion mechanism, stabilize the mentality of hotel employees and improve their loyalty to the hotel. Foreign hotel management experts put forward to change the traditional CS (customer satisfaction) strategy into ES (employee satisfaction) strategy, that is, only satisfied employees can have satisfied guests. Hotel management should advocate the humanistic thought of "employees first" Employees pursue not only an ideal job, but a promising career. Therefore, it is necessary to make the hotel brand bigger and stronger, pay attention to the construction of corporate culture, and build a learning hotel. Improve the team spirit of employees through job rotation and maintain long-term effective incentives. 4. Encourage employees to make career plans. Hotels should pay attention to employees' career planning according to their own actual situation, let employees see their future development goals, link personal goals with hotel goals, let employees have confidence and hope for the future of the hotel, provide people with lofty ideals with a broad space to display their talents and achieve self-transcendence, let employees promote their own development and let the hotel develop continuously. 5. Recruiting the right staff The hotel must be meticulous and strict in staff recruitment, carefully select and attract people who really want to contribute to the development of the hotel, and resolutely refuse to hire those who want to use the hotel as a springboard and are ready to jump ship at any time, effectively preventing the negative impact of staff turnover on the hotel. 6. Conditional positions can implement scale customization plans. Hotel work has its own characteristics. At present, hotels in China generally implement three-shift system, and even managers have no normal rest time, so everything should be customer-centered. This kind of work system has caused great work pressure to employees. Therefore, hotels can carefully study the characteristics of each post and take necessary reform measures to let employees choose their own working hours and working methods, even the people you want to work with.