How to manage room attendants well

At present, the operating rules of most hotels are usually: after the waiter has done a good job in cleaning the guest room, the foreman will be responsible for inspection. If the hygiene and other indicators are qualified, the room will be OK. If the room is not qualified, the room will be reworked. This traditional model seems to be more effective, but as we keep pace with the times, can we also brainstorm in management? Improving the inspection-free rate of room cleaning is actually to improve the efficiency of room service, and also to improve the independent operation ability of room service personnel. First of all, each hotel should formulate the "Standards for Hygiene and Equipment Configuration of Qualified Guest Rooms" based on the actual conditions of its own guest rooms. This is the basic element and basis for evaluation to ensure service quality. Secondly, each hotel should develop a complete, rigorous and reasonable room making process based on the actual conditions of its respective guest rooms. The opinions of the executors---the employees should be adopted more often. Managers should evaluate their opinions and optimize them scientifically and rationally, then summarize and refine the opinions of department managers, supervisors, and foremen, list the detailed elements to ensure service quality, and formulate practical and feasible policies that meet the standards of sanitation and item allocation. The standard elements of the room are provided with both text descriptions and pictures or sample templates, and are informed to every employee so that they can understand them. Fourth, we should focus on cultivating employees' sense of responsibility. The cultivation of a sense of responsibility cannot be empty preaching, which is impossible, impractical, and ineffective. The best way should be for the company to develop a reasonable, effective, motivating and long-term planning operating model, allowing employees to spontaneously link personal interests with work responsibilities. For example, link employees' work efficiency and inspection exemption rate (performance) with salary and development. Fifth, the service quality management model should be set up with a set of specific methods that are creative, reasonable and full of incentives. The second step is to implement specific guest room inspections. This can be done by cross-checking between waiters. Before implementing this measure, the benefits of mutual checks should be instilled in all service personnel. The mistakes or negligence of others in making a house are often the things that you need to pay attention to and check the next time you make a house... The problems that employees find out when they check each other are just to find the unqualified and make corrections, encourage and reward them. In the dominant position, there is no need for punishment. In the early stage of implementing this measure, the foreman and supervisor still have to conduct an orderly inspection of the rooms after the employees have cross-checked them. As the waiters' room inspection skills continue to improve and improve, they will slowly and gradually conduct random inspections, and finally basically Completely exempt from inspection. Cross-checking by waiters brings many benefits to the company and employees' personal development. The first benefit is that through a series of fault-finding and gap-finding, the personal development and quality of employees can be improved, and the waiters' vision, awareness and forward-looking rational thinking can be improved, and a group of outstanding employees with a keen eye can be trained and stimulated. And train them to work with their minds and hearts, improve service quality and work enthusiasm, and effectively turn supervision costs into incentives. If front-line employees are only regarded as work machines, then this will be an enterprise with no future. Therefore, the key to improving service quality is to improve the service quality of waiters. Benefit 2: It can quickly increase the room cleaning inspection-free rate of waiters, improve work efficiency, and stimulate service competitiveness among waiters. This is incentive management. Benefit three: it can reduce labor costs. Benefit four: personnel turnover can be reduced and the workforce is relatively stable. After an employee obtains the qualification to be exempted from inspection, he will receive advantages in salary, status and attention to personal development. An employee who is valued by the company is usually not easy to lose. Benefit five: It can enhance corporate cohesion and employee responsibility. After the above process, opportunities for communication between employees and between employees and superiors have increased, and daily discussions have also increased. We often require employees to be the owners of the enterprise or to develop the spirit of ownership. In fact, the true spirit of ownership is the product of management and mechanisms, rather than empty preaching of shouts or appeals. As long as the management and mechanism of the enterprise are effective, the spirit of ownership will naturally flourish. In the third step, the OK room will be inspected by trained service personnel. Waiters start with a level inspection. At a certain point, they can upgrade to inspect the OK rooms inspected by the foreman, the OK rooms inspected by the supervisor, or even the OK rooms inspected by the manager, so as to achieve the effect of mutual promotion and improvement. . The entire process must have an open-minded, tolerant, sincere, fair and charming department manager to implement effective control, coordination, mediation and gradual implementation to avoid unnecessary complaints, disputes, jealousies and even complaints among employees during mutual inspections. Anger and revenge.

Brainwashing before implementing cross-examination and the ability to control and balance during the implementation process are important parts to ensure the effective operation of this model. Sixth, hotels should reasonably plan the future career development of employees with room inspection exemption qualifications. This is also a responsible behavior for enterprises to train employees and make long-term career plans for employees. Employees who are rated as exempt waiters should enjoy unique honors, salaries, benefits, status, rewards and priority promotion opportunities. Seventh, the employee's qualification to be exempted from housing inspection does not mean that he or she will permanently have the qualification to be exempted from housing inspection and receive preferential treatment. Supervisors and managers should conduct random inspections of their qualified rooms after cleaning from time to time, and set a minimum floor for the inspection-free rate. If it is found that more than a certain percentage of rooms fail to meet the inspection-free standards, the waiter's inspection-free room should be cancelled. Qualifications and benefits. To ensure the authenticity and validity of the waiter’s exemption qualification. Let me give you some other people's actual management experience: Speaking very objectively, more than 95% of room attendants in their 40s are women. The usual characteristics of such employees are: 1. Serious work and high efficiency. 2. Like to form cliques, gossip behind each other's back, and have problems communicating with new employees. 3. Pay great attention to self-interest, specializing in rest days and work allocation. 4. The young superiors (special foreman) are highly resistant and it is difficult for them to do their ideological work. Managing these employees often requires understanding them. 1. Their seriousness about their work represents the importance they attach to this job, so it is not difficult to manage them. As a leader, you must first establish your prestige through some things and draw a bottom line. 3. The issues they are concerned about are only rest days and workload distribution. There is nothing wrong with people with families looking after their families and striving for rest days. Nowadays, they pay attention to humane management. It is not difficult to deal with the reality of the workload. If the bowl of water is flat, no one can say anything (this is the bottom line). As a leader, you must have the toughness and courage to lead.