Common management methods of hotels

Hotels serve people, provide accommodation and catering, and are the service terminals that people need to provide life. Therefore, people-oriented management is also one of the core of hotel management. What is people-oriented management, as the name implies, is people-oriented management. As we all know, "customer is God", so motivation is the core of humanistic management in traditional management methods. Employees are the ultimate target of customer-oriented service. The attitude and image of employees are the first impression of customers on hotels, so employees are also one of the objects of people-oriented management.

Incentives for employees are not only material manifestations, such as giving gifts and bonuses during festivals. At the same time, we should also pay attention to the mental form, and the combination of the two will achieve the ideal effect.

Common methods:

First, the goal (set a hotel performance target), for a hotel, profitability is the most critical, traditionally, it is to look at profitability at the end of the month. On the contrary, if the performance target of this month can be announced at the meeting at the beginning of the month and the corresponding rewards are promised, the employees will be more motivated and will actively recommend new services or new dishes of the hotel.

Second, feelings (more heart-to-heart communication with employees, do not let employees bring personal emotions to work) employees are people, not machines, and naturally have emotions. If it is not solved in time, this kind of emotion will spread to the whole hotel, which will be very bad. If a consulting room is set up, try to help solve all kinds of life problems of employees. Work that makes employees happy.

Third, the crisis (a sense of urgency can always make people play their potential), employees have a lazy mentality. In a comfortable environment, the attitude towards work seems to muddle along, which will affect the image of the hotel. Therefore, moderate crises, such as layoffs and substandard welfare, allow employees to exert their maximum potential in their posts.

Fourth, role models (taking an excellent employee as an example) and monthly excellent employee awards can motivate employees to compete with each other, and competition can better improve the quality and work skills of each employee.

Five, rewards and punishments (rewards and punishments are clear, employees know fairly well), those who have made meritorious deeds in their work should be rewarded, and those who have made mistakes should not be informed criticism, so that employees can know what is right and what is wrong. So as not to bring huge losses to the hotel in the future work.

Six, material (some life is really material comfort will make employees feel warm) one year passed quickly. Many hotels hold parties at the end of the year, just to make employees feel at home. Reasonable use of these six incentive methods to mobilize the enthusiasm of employees for service.

Only at work can we show the best side to customers and enhance the overall image of the hotel. Rational use of people-oriented management to achieve hotel efficiency goals is the most successful performance of managers.

Hotel management | Hotel management core | Hotel humanized management

The functions of the hotel department

catalogue

1. Functions of Administration Department

2. The function of the finance department

3. The functions of the purchasing department

4. Functions of the Food and Beverage Department

5. Work functions of the engineering department

6. Functions of Public Relations Sales Department

7. Housekeeping function

8. Job functions of the Training Department

Work functions of the administration department

(1) Administration Department is the functional management of hotel departments.

Three Bottlenecks of Talent Management in Hotel Industry

Grass-roots employees are frequently lost, and it is increasingly difficult to recruit qualified service personnel. As managers, do we really realize the importance of retaining qualified employees? As a senior leader in the hotel industry, have you ever thought about the bottleneck of hotel talent management from a higher angle?

As managers, in the case of frequent loss of grass-roots employees and increasingly difficult to recruit qualified service personnel, do we really realize the importance of retaining qualified employees? As a senior leader in the hotel industry, have you ever thought about the bottleneck of hotel talent management from a higher angle?

The leadership bottleneck is serious.

The lack of leadership and management skills is a serious problem faced by talent management in China hotel industry. Lack of experienced leaders and managers, the more high-end jobs are scarce. At the same time, Mercer 20 1 1 China employee engagement survey shows that two-thirds of the employees surveyed believe that leadership is essential to motivate and retain employees. However, according to the survey of wheat field. China Hotel employees are worried about the overall performance of the leadership, especially their management ability and concern for employees' welfare.

Mercer related research shows that excellent leadership is one of the main internal factors leading to employee turnover in China.

The average age of business leaders and managers in China is about 65,438+00 years lower than that of their western counterparts, while the management of hotels and restaurants tends to be younger. Walking into a restaurant, it is common for the managers to be college students. So many hotel managers are not mature enough. Compared with western counterparts, the professional maturity and ability of managers in China who "accelerated" in the process of economic development with time compression are not up to standard.

One result of this situation is that the managers themselves are "overloaded", unable to take on more responsibilities or hold higher positions, and the hotel's leadership resources are in trouble, thus affecting the waiter's work of retaining and cultivating talents. Another result is that the work pressure that managers pass on to their subordinates is increasing day by day, and because they pay more attention to performance goals and pay less attention to their own career development and well-being, brain drain will inevitably result over time.

Lack of highly skilled and experienced talents.

The shortage of highly skilled and experienced talents is reflected in all walks of life in China, but the hotel industry is even more severe. The rapid flow of talents, the scarcity of top leaders and the tendency of middle-level leaders to be younger are indirect reasons for the shortage of high-skilled talents.

Mercer's research shows that in 20 12 years, 73% of enterprises will increase the number of employees, and the overall growth rate of the number of employees is expected to be 14.4%, among which the proportion of professionals and blue-collar workers is the highest, and enterprises need more experienced professionals. The competition for talents and the rising cost of living have promoted the salary level of employees to rise continuously in the past few years, and the salary cost has risen with the rise of positions.

According to the latest data of Mercer, from 200 1 to 20 1 1, the cost of executive compensation increased by 1 18%, and the management increased by 90%.

What follows is the mismatch between cost and productivity. There is a gap between China's labor productivity and western mature markets and some Asian markets. Nowadays, China's growth model relying on low factor price competition is unsustainable, and the rising labor cost has become a trend, but it is difficult for productivity to increase rapidly in a short time.

The flow of talents across regions is not smooth.

In 201110, Mercer surveyed 158 institutions in the United States and Canada to understand their views on human resources and employee turnover management in emerging markets. 52% of the respondents believe that China is the most challenging emerging market in human resources and employee mobility management, far higher than India and Brazil. Among them, the lack of professionals and experienced managers with relevant skills, regional differences, complicated taxation and social security systems, and high cost of international personnel are the main challenges faced by the interviewees in the China market. These are the problems that foreign-funded enterprises need to face in China. For China, the market that accepts the largest number of overseas personnel in the world, these issues are worthy of attention.

Among all these problems, Mr. Li Qibin believes that the poor cross-regional flow of talents in China is the most serious practical problem facing China at present, not only foreign-funded enterprises and foreign talents, but also local enterprises and local talents.

On the issue of "talent management" in the hotel industry, Ms. Wu, vice president of human resources in Greater China of InterContinental Hotels Group, and Mr. President of Golden Key International Alliance will give a speech at the Best Oriental Human Resources Summit Forum on March 9, hoping to break the bottleneck of human resources in the hotel industry through the discussion of the heads of major hotel groups.

International experience of humanized hotel management

2 1 century, the global hotel industry will face the strategic changes brought by talents and technology. The leading factor for the sustainable development of the hotel industry in the future is the "human" factor, but most of the human resources management of the hotel industry still stays in the "business"-centered management mode. Humanized management and people-oriented principle can make hotels strengthen their internal cohesion and improve their competitiveness, which is bound to become a trend.

With the rapid development of the global hotel industry, many hotels in China are facing the following problems: shortage of human resources, low educational level, poor training pertinence, single incentive means and imperfect social security mechanism, all of which restrict the development of the hotel industry in China, and most of these problems are caused by the traditional "material-oriented" management model. At this time, humanized management with "people" as the core resource of the enterprise and the development of human potential as the most important management task becomes more and more important. Foreign hotels applied humanized management to hotel human resource management earlier, and also produced many tried and tested experiences. This paper focuses on these international experiences that can be used for reference by our hotel industry.

First of all, implement the concept of "employees first"

1. Respect and treat employees well.

Respecting employees is the basis of implementing people-oriented management. Employees are not simple labor costs, but sustainable human resources and human capital that can continuously generate returns. The embodiment of respecting employees is to communicate with employees more, listen to their opinions and pay attention to their ideas. Managers should openly express their concern and support for employees, so that employees can understand that they are vital to the success of their departments and the whole enterprise. These practices are sending an important message to employees: they are very important and hotels attach great importance to them.

The motto of hotel ritz Group is: We are gentlemen and gentlemen serving gentlemen, which deeply permeates every management of the company. Marriott's management style is based on the creed of "employees first, customers second". When employees are respected, they will be more confident, interested and satisfied with their work.

We should vigorously advocate the concept of "humanized management, employees first", so that the concept of "happy employees will have happy guests" will penetrate into the hearts of every hotel manager. As some scholars have said, "those ordinary employees who look unremarkable dominate the fate of the enterprise and control the rise and fall of the enterprise."

2. Advocate emotional management

There is no contradiction between emotional and institutionalized management, and the combination of the two embodies the management of combining rigidity with softness. With the improvement of employees' comprehensive quality, we should gradually weaken system management and strengthen emotional management. Emphasize that management should pay attention to "human touch" and supervisors should care about the love of subordinates.

Emotional management is not only manifested in employees' work, managers should also pay more attention to employees in their lives, provide various conveniences for employees and relieve their worries. For example, first of all, managers should attach great importance to the construction of staff dormitories and staff restaurants, provide various venues for cultural and sports activities for employees, enrich their amateur spiritual life, and truly create a "home away from home" for employees. Secondly, managers should also invest their employees emotionally. Send greeting cards, gifts and other blessings on holidays and employees' birthdays; Provide childcare and home care services for employees with family worries. If employees have any difficulties at home, they should try their best to provide support and help. In addition, the hotel can also consider the special needs of some employees and provide employees with flexible working hours, work sharing and other ways to facilitate employees.

In addition, we should advocate emotional management, strengthen communication, exchange and dialogue with employees, and be honest with each other.

Employees who lack opportunities to express their ideas often feel abandoned and lonely, and it is difficult to establish close relationships with hotels. When these employees who are in direct contact with customers know that their opinions are valued by the hotel as much as customers, their enthusiasm for work will be greatly improved. Western hotels pay special attention to the enjoyment of information, which is mainly manifested in: letting employees know the hotel's business performance, financial goals, long-term goals, new technology information, business philosophy and so on. ; Let employees take customer information as the basis of personalized service; Ensure the smooth and timely uploading and distribution of hotel information and horizontal flow, and strengthen internal communication.

One of the many reasons for the success of a world-famous hotel management group is to create a home feeling and environment for its employees. Marriott's management philosophy is "take care of your employees, and your employees will take care of your guests, and your guests will keep coming back." What Marriott managers should do is to take care of their employees. Make employees happy. Marriott cares about employees' immediate salary and benefits, humanistic care, perfect training, personal development opportunities, fair treatment and open communication, all in order to make employees happy.

International Experience | Humanized Management

authorize

Empowering subordinates is the trust and encouragement to the managed. If employees only obey the orders of their superiors and have no decision-making power, a customer's needs will not get the fastest response, and other employees will have a wait-and-see mentality. Empowering employees with certain free space can enhance their sense of responsibility, give full play to their inherent potential and creativity, improve work efficiency, and help to cultivate and bring up talents. In the face of superior authorization, employees usually face up to the rights entrusted by superiors without abusing them. Authorization is also a sign that managers are confident.

The Ritz-Carlton Hotel, which won the highest quality award of American enterprises, delegated the decision-making power of the original foreman to the front-line staff, so that the staff could respond quickly to customers' problems according to the situation at that time. The manager's main job is to supervise, help and praise employees. There is a rule that no matter what method he takes, as long as he can solve the customer's dissatisfaction with the hotel on the spot, he can use the amount below 2000 dollars, without asking. This management method makes employees experience the excitement of challenges, competition and success brought by work, and has a good incentive effect.

There are big and small authorizations, and there are also differences in the rights of employing people, spending money and directors. They have their own characteristics, but all kinds of authorization behaviors must abide by some common principles. These authorization criteria include: selecting people according to the situation and authorizing them according to their abilities; Use people without doubt, let go; Step-by-step authorization to avoid exceeding authority; Authorization must be moderate; Effective guidance and supervision must be given to the authorized person; We should take leadership responsibility for the mistakes made by our subordinates.

4. Help employees to make progress and realize their ambitions.

According to Maslow's hierarchy of needs, self-realization is the highest level of human needs and the greatest pursuit. In fact, realizing employees' dreams of self-realization and encouraging them to devote themselves wholeheartedly to achieving hotel goals can not only go hand in hand, but also promote each other and complement each other as long as they are properly guided. Both "personal development" and "career development" have designed in detail the important proposition of how to help employees design their personal career and realize themselves.

"Personal development" is a process to help employees grow and develop through education and training activities. In July, china tourism association Human Resources Development Center conducted a survey of 33 2m5-star hotels in 23 cities. 1999. The survey results show that the five basic reasons for hotel staff turnover are as follows:

Personal development, learning knowledge, salary and welfare, sense of accomplishment and interpersonal relationship account for 84.32%. The needs of employees are first and foremost personal development. This survey reflects that under the condition of knowledge economy, the demand direction of hotel employees is gradually shifting to high-level needs such as personal development and self-realization.

"Career development" includes activities such as implementing career plans and understanding career trends. Among them, career development planning is the key, which mainly includes self-analysis, career choice and post work. Moreover, this development is dynamic, and it should be evaluated regularly to determine the next new career development direction. When employees' personal development needs to be realized in the enterprise, employees will have a strong sense of identity and belonging to the enterprise and are willing to make more contributions to the enterprise.

Crowne Plaza Hotel puts "personal development" in the first place in the development of human resources. The main steps are as follows: employee demand analysis; Make corresponding training and development plans to meet the actual situation of employees; Conduct an evaluation. Evaluate the training results of employees after training to understand the impact of training and development on individuals and organizations. Bath Group opens Holiday University in Holiday Inn Lido, Beijing. Regularly train the management in professional management courses, and provide them with places to learn and communicate. Sheraton Hotels Group establishes a training and development tracking file for each employee, and employees must complete a series of training in the hotel before promotion.

Second, school-enterprise cooperation.

School-enterprise cooperation is an important form and effective practice of human resources development in foreign hotels. The hotel industry needs skilled, operational and theoretical talents. In order to cultivate this kind of talents, many foreign hotel colleges and hotels have a good cooperative relationship, combining production with learning. The ways of cooperation include: the school stipulates a certain internship time for students in enterprises; The school provides applied scientific research, consultation and training for the hotel industry; Enterprise-oriented, school-oriented, forming an enterprise-oriented training base; In addition, many colleges and universities employ teachers, whether full-time or part-time, which put forward strict requirements for hotel practical experience, so that teachers can closely combine teaching content with practice and enhance students' adaptability to the development of hotel industry.

Switzerland has a large number of excellent hotel management schools. For example, these hotel management schools have long-term cooperative relations with world-renowned hotels, providing graduates with various employment opportunities. Another example is Hilton Hotel Management College, which is jointly organized by Hilton Hotel Management Group and the University of Houston. It is famous for its pertinence, skill and operability in education.

Third, other aspects.

1. Many countries regard the implementation of vocational qualification certificate and training certificate system as an important measure to promote the development of tourism human resources, insist on pre-job and on-the-job training, and take up their posts with certificates after reaching the standards, thus ensuring the quality of tourism professionals from the system. Many countries, such as Spain, France, Italy, Britain, the Netherlands, Egypt, Singapore and so on. We attach great importance to tourism professional qualifications and have strict requirements.

2. Enterprises in the United States, Japan and Europe attach great importance to the introduction of ES(emoloyeestablishment) strategy into the human resource management of enterprises, thus opening up new horizons for the development and management of human resources. It is proposed that efforts should be made to cultivate employees' "sense of identity" and "loyalty" to the hotel in management; In management, it is necessary to abide by the law and discipline, but also to strictly manage, "attach importance to feelings and be strict with feelings"; Respect and treat employees well.

3. Tourism and hotel industry associations have played an irreplaceable role in the development of human resources. They not only play the role of cooperation, supervision and management in the industry, but also take the training of member units and strengthen the development of human resources as a regular and important industry activity.

Four. conclusion

Peter drucker, a management guru, once said: "Employees are assets and resources, not costs and expenses." The core of humanized management revolves around how to make full use of "people", that is to say, all management activities of enterprises revolve around how to know, select, use, educate and retain people. In the process of human resource management in China's hotel industry, we can fully consider and learn the detailed methods of humanized management in foreign hotels, so as to avoid detours. In the fierce competition for talents in the future, only hotels that truly realize humanized management can win and remain invincible in the fierce competition.