Problems and countermeasures of hotel staff turnover management

Lead: Employee turnover refers to the phenomenon of high-frequency and large-scale employee turnover, and the turnover rate exceeds the normal value of the industry. At present, the average employee turnover rate of domestic hotel industry is between 20% and 30% every year, which is basically not less than 20%. Moreover, most of the hotel staff are employees with professional skills, and their departure will inevitably affect the normal operation of the hotel.

Problems and countermeasures of hotel staff turnover management I. Current situation of hotel staff turnover

With the increasingly fierce competition for talents, the problem of human resource flow in hotel industry has become increasingly prominent, which has become the primary problem faced by hotel managers. Of course, in order to maintain the vitality of any industry, it is necessary to have a certain employee turnover rate, but the turnover rate needs to be controlled within a reasonable range, otherwise it will have a negative impact on enterprises.

The turnover rate of hotel employees should be controlled within a reasonable range, which varies with hotel types. Below a reasonable range, hotels have no vitality, which is not conducive to innovation. However, if it is higher than a reasonable range, it will lack stability and affect the quality of hotel service. Staff turnover will lead to problems such as increased costs, customer turnover and reduced hotel service quality. Therefore, effectively controlling the turnover rate of hotel employees has become an important issue that cannot be ignored in the hotel industry.

Second, the reasons for the large turnover of hotel employees:

Through the research and investigation of scholars, it can be concluded that the main factors of hotel employee turnover are: low employee satisfaction, imperfect hotel human resource management, and problems in post-90 s employee management;

(A) employee satisfaction is relatively low

Due to the lack of professional honor, employees can't find happiness in their career; Moreover, the expectations of the hotel are too high to meet the service challenges of various hotel customers. In addition, the work intensity is high, and external factors are like talent gaps and opportunities in the industry market.

The above table is a statistical survey of resigned employees. To sum up, the main reasons are divided into four points: first, in terms of salary, employees generally think that hotel wages are relatively low; Secondly, in terms of work content, employees think that the hotel work content is boring, the work intensity is high, the working hours are long, and they often work overtime in shifts; There are still some people who flow mainly because their majors are not right. Working in a hotel just uses the hotel as a springboard, and leaves when you find a professional counterpart. Thirdly, in terms of interpersonal relationship, the superiors of hotel employees are strict with their employees, lacking guidance and care, and the relationship between employees is complicated, which leads to unhappy mood at work; Fourth, in terms of development prospects, employees think that there are few opportunities for personal promotion in hotels and there is no development prospect.

(B) hotel human resources management is not perfect

Hotel managers do not pay attention to the management of employees, which will lead to the lack of sense of belonging of employees, which will lead to frequent job hopping. Generally speaking, the reasons for the high turnover rate of hotel employees are mainly wages and benefits, hotel corporate culture, hotel career planning for employees and so on.

In addition, in order to maximize the benefits, the hotel adopts the way of reducing the cost of human resources, which leads to the fact that most grass-roots employees are interns, and the matching between personnel and positions is not considered when allocating positions, and the way adopted is that the old batch of interns bring a new batch of interns. The problem with this method is that because the internship period of interns is relatively short, in most cases, they face resignation as soon as they are familiar with the work, and they do not fully grasp the specific process of the work.

(C) Post-90s employees' management dilemma

At present, most of the hotel's grassroots employees are around 20-25 years old. In addition to the unreasonable structure mentioned in the first question, there is a more obvious feature that they are all born after 90. 20 16 tourism industry survey shows that the consumers in the hotel industry and tourism market are mainly born after 1980s. Compared with post-70s and post-80s, post-90s are hotel employees, because they grew up in a superior living environment with developed economy and information technology, and their material living conditions are better. In this context, they are open-minded, energetic, self-centered and have strong expressive ability. Understand the network, strong learning ability, strong ability to accept new things, dare to seek innovation and change; But at the same time, due to the influence of the growth environment, their service mentality, obedience consciousness, responsibility consciousness and overall concept are poor, which brings severe challenges to the hotel's human resource management.

Third, countermeasures.

In view of the three main factors that affect the employee turnover rate, such as low employee satisfaction, imperfect hotel human resource management and problems existing in post-90 s employee management, this paper puts forward corresponding countermeasures: practice? People-oriented? Enterprise culture, the establishment of people-oriented personnel distribution system, the renewal of management model.

(1) practice? People-oriented? hotel culture

The key lies in the management of employees, and the key lies in the establishment? Employees first? The concept of. Incorporate this concept into hotel culture. Hotel culture is a synthesis of values, ethics, code of conduct, traditional style, group consciousness and staff quality formed in the long-term practice of the hotel.

Hotel culture is the soul of a hotel. Creating team spirit requires a good corporate culture atmosphere. Different employees have different qualities, qualities and ideas. To realize the basic unified value orientation and shape high-quality team spirit, its leaders need to strengthen the training and education of all employees and form a good corporate culture atmosphere. Should we create a harmonious cultural atmosphere? People-oriented? However, in some hotels, there are many factors that affect the harmonious cultural atmosphere of the hotel. Like what? People-oriented? In name only. For example, the restaurant staff should pay compensation for accidentally breaking the cup, the room staff should pay compensation, and the front desk staff should deduct their wages if they make mistakes in checkout.

This management method based on the customs and concepts of managers cannot be formed? People-oriented? Working atmosphere. Good hotel culture is more likely to produce higher employee loyalty. Therefore, it is very important to create a full communication, knowledge and information sharing, innovation and emotional hotel culture and working atmosphere for hotel employees.

(2) Establish a personnel system centered on employing people.

First, we should attach importance to employee values. The value orientation of employees and the degree of recognition of hotel values have great influence on employees' turnover intention and behavior execution. Therefore, in the process of hotel recruitment, we should not only look at the relevant professional skills of job seekers, but also understand the personal qualities, values and differences from hotel values of job seekers.

The consistency of hotel and employee values can ensure the enthusiasm and satisfaction of employees, not only reduce the turnover rate of employees, but also achieve a win-win situation between hotel development and employee career development. The second is to pay attention to personality and mentality. The personality of hotel employees can completely affect their attitude towards resignation and whether to resign. Therefore, we should pay attention to the consistency of employees' values and personality mentality in staffing. For example, in many hotels abroad, take? Employment attitude and training skills? On the basis of determining the potential of the candidate, at the expense of reducing the professional knowledge and experience of the candidate, the consistency between his values and hotel values can be obtained.

(C) update the management model

Hotel human resources departments and departments should study the behavior patterns and characteristics of the younger generation after 1990, and adjust the hotel's internal management methods to meet their needs. In management, encourage them to participate in the brainstorming of hotel management, especially e-commerce and online marketing, and provide them with a platform to exert their creativity; Management is more humane, respecting and listening to their reasonable needs; In service, the application of science and technology can reduce labor intensity, facilitate employees and improve efficiency; In life, according to the preferences of young people, wireless Internet access is provided in the employee area, and Weibo and WeChat are opened to interact with employees; Career, provide them with a clearer career plan, guide and cultivate them to establish a positive outlook on life, values and work.

Understanding the reasons and countermeasures of hotel staff turnover rate has a very important impact on hotel human resource management: it can provide reference for hotel managers to solve the problem of staff turnover, avoid the risk of staff shortage, control the staff turnover rate within a reasonable range, and realize the optimal allocation and maximum efficiency of hotel human resources. This is also the key to maintain the sustained and healthy development of the hotel.