Let's talk about why hotels are highly mobile.

As a hotel decision-maker, when finding these problems, you need to put yourself in the other's shoes. Why is this happening? If you are an ordinary waiter, you can find out what you need, what you pay and what you get. The key lies in the mechanism and management of the hotel. If the hotel decision-making layer can really do the above, employee turnover may not happen frequently. As middle and senior managers of hotels, they are very aware of all kinds of disadvantages brought by staff turnover in their work, and they will certainly take a series of actions to remedy them, such as staff incentive methods and management art, which have appeared on the forum many times, but they are all treating the symptoms rather than the root cause. At this time, it is particularly critical to be a qualified manager. Yes, the mechanism is none of your business, but it is also dereliction of duty not to coordinate with the decision-making level to find and solve problems. Compared with grass-roots managers and ordinary employees, taking power as an exercise opportunity, the knowledge that well-known hotels can learn from perfect management is far less than that of hotels with lack of mechanism, imperfect management and chaotic development. Attitude is the key, so employees are strongly encouraged to set career goals. Experience is needed to achieve the goal. Of course, there must be so-called prosperity or adversity in the experience. One more experience and one less worry on the road to success is in direct proportion.