How to improve catering service levels

Limited to differences in industry characteristics, working environment, and employment conditions, the management of restaurant and hotel personnel is still very different from the management of corporate employees in a general sense. These managed objects have their own advantages: young, energetic, energetic, and receptive, but at the same time, they also have their own disadvantages: generally low academic qualifications, lack of self-management, easy to "follow the crowd", etc., plus Their varying qualities and the different forms and degrees of "management" they accept make management very difficult. So, how to manage the personnel in these restaurants and hotels? Institutionalized management. Institutionalization of the management of restaurant and hotel employees is still indispensable. Since ancient times, there has been a saying in China that "no rules can form a circle." Any management must have these "rules and regulations" as a prerequisite. The cultural quality of employees in restaurants and hotels is often not high. Therefore, systematic and advanced management systems may not play a big role for them. Therefore, when using systems to manage employees, restaurants and hotels should follow the following points: 1. The system should not be too cumbersome. . If the system is "overwhelming" and too numerous, it will often be difficult for restaurant and hotel managers to implement it. If it is not implemented well and is compromised, many systems will become "just a formality". In the end, it will greatly damage the seriousness of the entire system. sex. Therefore, to avoid this, we must simplify the system and implement a "slimming" plan. We must constantly improve the daily management (such as attendance, dressing, etc.), standard vocabulary, business etiquette, health systems, service standards, etc. that are often used in daily life. Instill it in them in a timely manner so that they are familiar with it and have it at their fingertips, and the system will be easy to implement. 2. System management must be rigid. The key to management lies in assessment, and the key to assessment lies in implementation. Therefore, when implementing institutionalized management, we must treat everyone equally in the implementation and implementation of the system, and we must not favor one against another. Only when "everyone is equal before the system" can service staff or middle- and grass-roots managers in restaurants truly be convinced of the "law" Only by the seriousness of "" can everyone abide by the law calmly, and only then can the system exert its power and prevent everyone from "crossing the line." Institutionalized management is the foundation and guarantee for personnel management in catering hotels. A catering hotel without rules is destined to have many flaws in its operation and management, making it difficult to become stronger and bigger. Because among all competition factors, the human factor is the first. As catering and hotel personnel who regard service level as their "selling point", only by holding high the banner of system management can the benefits of management be truly reflected. "Autonomous" management. Catering and hotel staff, whether they are lobby managers, front office managers, front desk waiters, or backstage operators, many of them have similar origins, or come from the same group - rural migrant workers. Therefore, when managing catering and hotel personnel, if we can adopt an "autonomous" approach and carry out self-management, it can often achieve better promotion effects. The specific operation method is: 1. Among them, select those with management capabilities, quickly improve their organizational and management capabilities through training or one-on-one assistance, and appoint foremen, lobby managers, front office managers and other management responsibilities. . 2. Transform the catering and hotel system into a popular form that they can understand and implement. Through the elected "autonomous head", he can speak out and lead by example, thus driving the execution of the entire catering and hotel staff. The advantages of this are: 1. The managers come from among them, making it easier to gain their trust. This is much better than hiring an external manager to "impose" management using rules that are difficult for restaurant and hotel staff to understand. Moreover, this method is easier to get their approval and final implementation. 2. "Autonomy" allows them to better see their career prospects. Because autonomous "leaders" come from around them, they have a greater sense of identity and are more professionally "attractive" to them, because if they abide by the rules and do a good job, they may be the next manager. The power of role models is infinite. Through management "autonomy", restaurants and hotels can achieve the effect of low-cost management. It does not cost much, but it is easy to implement the system. It can be said that it kills two birds with one stone and kills two birds with one stone. Replace "management" with teaching.

Humanized management requires managers to put down their airs as managers, lean down, and make intimate friends with employees. Through managers’ empathy, empathy, and two-way interactive communication, they can work together as one, ***Tong will do a solid job in management and do it in place. Hosted management. In recent years, with the continuous emergence of chain restaurants and hotels, some professional catering management companies have emerged. As a result, managed management has been introduced by many restaurants and hotels. The emergence of hosting companies as third-party management is the inevitable result of the professional division of labor in restaurants and hotels. However, in managed employee management, we should pay attention to the following two points: 1. The output of managed employee management is standards, but the implementation of the standards must be gradual. Because the cultural literacy of catering and hotel employees is generally not high, it is unrealistic and undesirable to rigidly instill processes, systems, and norms in an attempt to make them master them all at once. 2. Custodian management must be effectively integrated with restaurants and hotels. In other words, when managing employees, the third-party management company must combine excellent and advanced management systems with the actual situation of the hotel, and implement targeted management measures based on the quality and level of hotel employees. Management should be adapted to local conditions, rather than mechanically and regardless of reality. Implementing managed management for employees has the following benefits: 1. It avoids the disadvantages of being too familiar with employees and making them difficult to manage. Because it is a third party, there is no embarrassment of being "too familiar" to "take action". As employees, they are even more in awe of unfamiliar third-party "managers". 2. It allows catering and hotel resources to focus on good operations. By relying on third-party forces, restaurants and hotels can reduce the cost of establishing a management department, professionally improve the dishes and services of restaurants and hotels, enhance their core competitiveness, and better improve their product quality and service quality. Hosted management, or management outsourcing, is a future development trend in catering and hotel management. However, only when this kind of third-party management is grafted on the solid soil of restaurants and hotels can employee management be targeted and more effective. Management produces benefits. In short, personnel management in catering hotels is a new topic faced by catering and hotel operators. As a manager, only by tailoring the management model according to the actual situation of catering and hotel employees can management truly play its due role and catering hotels The hotel's operations are the icing on the cake and continue to create greater benefits.