The importance of hotel staffing

Teaching objectives and requirements of this chapter

It is required to master the meaning, objectives and requirements of hotel human resource management and the content of hotel human resource management. On this basis, it is not required to understand the development and utilization of human resources and the content of employee motivation.

case analysis

Recently, the turnover rate of employees in a hotel has increased greatly, the morale of employees has been low, and customer complaints have increased. The general manager asked the director of the office to investigate the reason. The director of the office solicited the opinions of employees and made a thorough investigation. The survey results show that 89% employees feel that there is no future in the hotel. 75% employees report that the hotel lacks amateur cultural atmosphere; 65% employees feel that they are not valued; But only 12% employees are dissatisfied with the salary and welfare survey. In view of these problems, the general manager held a meeting of department managers overnight to discuss countermeasures, and finally decided to take a series of measures: 1, set up employee art organizations to enrich employees' amateur cultural life; 2. Establish employees' homes, and set up free dance halls, projection rooms, book bars and table tennis rooms for employees, so that employees can have a place to go after work; 3. Set up the general manager's suggestion box, and the general manager will personally handle the contents of the suggestion box, encourage employees to put forward more reasonable suggestions and opinions, and reward them once they are adopted; 4. Conduct employee competition twice a month to improve employee morale. A month later, the turnover rate of employees in the store gradually decreased, the morale of employees was significantly improved, and the customer complaint rate was greatly reduced. Three months later, the director of the office consulted all the staff again, and a miracle happened: 95% of the staff felt valued; 86% of the employees reported that their spare time was rich, and they put forward many opinions and suggestions. 97% employees expressed their willingness to stay in the hotel.

Garden Hotel is one of the old five-star hotels in Shanghai. It has 500 rooms, some western restaurants, cafes, Chinese restaurants, Japanese restaurants and bars. There are more than 900 employees working in the hotel, but only three people are in charge of human resources. After Kingdee's attendance management module is implemented, the human resources department of Garden Hotel only needs to insert the floppy disk of attendance data submitted by various departments into the computer, and the data can be automatically imported into the system. After setting conditions, the system can calculate attendance data as needed. "A lot of attendance work that was calculated manually in the past has now been completed quickly, which greatly saves labor." Salary is one of the most concerned information of employees, and it can't be wrong. Before adding EXCEL manually, it took a lot of time and energy for the human resources department to calculate such huge salary data. But now, as long as different salary, subsidy and bonus calculation formulas are set in Kingdee's salary management module, the system can automatically and accurately calculate the salary of all employees in Garden Hotel.

I. Overview of Hotel Human Resource Management

Human resources are the first element of a hotel. The finiteness of this resource determines that in the whole development process, human resources should be optimized first to maximize the individual and group interests of employees.

1, the meaning of hotel human resources and management

concept

Hotel human resource management is a comprehensive management that properly uses the planning, organization, command, coordination and control functions in modern management to effectively develop, utilize and motivate hotel human resources, so that they can get the best combination and give full play to their enthusiasm.

2. Features:

First of all, hotel human resource management is the management of people.

Secondly, the hotel human resource management is scientific.

Thirdly, hotel human resource management is a full-time management.

Fourthly, hotel human resource management is dynamic management.

3. Content

(1) human resource planning

(2) Recruitment and employment

(3) Education and training

(4) Establish an assessment and reward system.

(5) Establish a salary and welfare system.

(6) Cultivate high-quality managers

4. The objectives and requirements of hotel human resource management.

It is necessary to establish a professional workforce, form the best employee combination, and fully mobilize the enthusiasm of employees.

Second, the development of hotel human resources

1, employee recruitment

Adhere to the principle of "open recruitment, voluntary registration, comprehensive assessment and merit-based admission".

1) Make employee recruitment plan.

Including the target and number of recruits; Formulate recruitment standards; Determine the recruitment route; Choose an opportunity to recruit.

2) Recruitment and employment of employees

There are two recruitment procedures: internal recruitment and external recruitment.

External recruitment procedures:

Including preparation and planning stages; Publicity and registration stage; Comprehensive evaluation stage; Meritorious admission stage.

Internal recruitment procedures, including:

One is the promotion of internal staff, and the other is the transfer of internal staff.

2. Staff training

As we all know, training is the core content of human resources development. When new employees enter a hotel, their work performance fails to meet the hotel requirements, complaints increase, customer service quality problems arise, waste increases, new equipment is introduced, and employees are promoted. Take the basic situation of staff training in national tourist hotels in 2002 as an example (see the figure on the next page).

Training units of national tourist hotels in 2002: person-times

target

Category totals positive and negative

General manager department

Managers in charge of waiters, chefs and other personnel.

personnel department

Total 396049 6398 24843 31008 246657 45647 41496.

Management post qualification training 24276 3084 10328 7096-3768

Worker technology

Level training 69819-1182 44614047013890 9816.

adaptability

Training 301186 3043131119359 206049 31726 27898.

Foreign training 768271222921383114

In 2002, the training of tourist hotels in China developed steadily, with 396,000 person-times nationwide, accounting for 78% of the total training of the whole tourism industry. From the training category, adaptive training is the main part of hotel training, accounting for about 76%, because it has the characteristics of short time, quick effect, flexible way, strong pertinence and wide application scope. From the training object, a reasonable pyramid structure has been formed among top managers, middle managers and front-line employees. Due to the large number of employees, the training of waiters is also the largest, reaching 246,600 person-times, accounting for about 60% of hotel training.

1, which means

(1) Training can improve the cultural and technical quality of employees.

(2) It can improve the service quality.

(3) Loss and labor cost can be reduced.

(4) It can provide opportunities for employees to develop.

2. Principles

Including: all employees of the training object; The pertinence of training content; Flexibility of training methods; Rationality of training opportunities.

3. Training type

Generally divided into two categories: vocational training and outward bound training.

Vocational training, mainly for operators. There are pre-job, on-the-job and continuous training.

Development training is mainly aimed at managers.

4. pace

First discover the training needs, and then make the training plan; Implement the training plan; Finally, the training effect is evaluated.

Hotel training is usually manifested as "filling the vacancy", which is necessary and can solve some unavoidable problems. However, it is definitely not enough for training to "fill the gap". It seems more desirable to carry out developmental training, give full play to potential, enhance employees' sense of accomplishment, mobilize employees' enthusiasm, initiative and creativity, and effectively prevent employees from being uncomfortable at work.

In addition, it is also worth learning to establish a learning organization, solve the emerging skills needed for the future development of hotels, grasp the adult characteristics of students and conduct cross-training

For example, building a learning organization. Learning organization is a new concept popular in international management circles in recent years, which means that an organization can learn like a person. If an organization can keep learning, it is most capable of surviving and maintaining prosperity. The ultimate goal of hotel training is to build the hotel into a learning organization and a learning enterprise. In this hotel, the manager is the leader of learning, and people, work and system are committed to continuous learning and improvement, which makes the whole hotel form a learning will, a learning culture, full of vitality and creative spirit. Managers and employees can constantly learn new ideas and methods in the atmosphere of mutual guidance, accumulate professional ability, maintain the sustainable development of the hotel and continuously improve the service quality.

In addition, emerging skills have solved the future development needs of the hotel. With the development of economy and technology, the development of hotels in the future will definitely make the skills and purposes required by hotel employees different and may be more complicated. These capabilities include information processing capabilities (the ability to find, obtain, evaluate, filter and use information. ), interpersonal skills (including all aspects of interpersonal communication, are very important to managers. ), the ability to solve problems and make decisions, computer skills (the ability to obtain information, send information and process information through computers. ), the ability to create innovation, the ability to come up with new ideas and new methods. Among the above skills, the most important one is creativity. Facing the challenge of knowledge economy, hotels need innovation at all levels to achieve sustainable development. Therefore, it is necessary to highlight the cultivation of employees' creative thinking in the training process.

Grasp the adult characteristics of students. Trainers should not teach what they think should be taught, but should try their best to let employees learn what they really want to learn. In addition, trainers should also strive to create a relaxed learning atmosphere, respect each other and encourage employees to fully communicate and participate.

Cross training. It goes without saying that cross-training is a good way to understand, communicate and cooperate. So what is complete cross-training? Generally speaking, it should include cross-training between departments and teams (cross-training between different teams or positions in the same department). ), top-down cross-training (usually a certain level of employees receive a higher level of training, such as waiter-foreman, foreman-supervisor. )。 This comprehensive cross-training can not only enable all departments to reach a complete understanding, but also avoid unnecessary troubles; It can also make employees feel empathetic when there are problems at work, which is conducive to work coordination; It can also make subordinates fully understand the joys and sorrows of superiors, cooperate more in their work and fully support their work.

Third, the use of hotel human resources

1, staffing

The number of all kinds of personnel must be determined according to the hotel's business direction, scale, grade, business situation, organization, staff's political thought and professional quality, with the aim of saving personnel and improving efficiency, and on the basis of establishing post responsibility system.

1) staffing basis

Generally speaking, the staffing should conform to the principle of simplicity, efficiency and economy, and ensure the normal operation of the hotel and the physical and mental health of employees. There are usually several main aspects:

First, the hotel level, the higher the star rating, the higher the proportion of employees. The second is the scale of the hotel; Third, the layout design of the hotel; Fourth, the organization and post setting of the hotel; Fifth, the real equipment status of the hotel; Sixth, the hotel has high labor efficiency, high labor quota and few people. Otherwise, there are many people. Seventh, the operating conditions of hotels, such as tourist flow, will change due to the influence of seasons, climate, traffic, economy, politics and other factors.

2) Method

First, the post quota method

According to the requirements of the organization, post setting and post responsibilities of the hotel, combined with the workload, work shifts, labor efficiency and employee attendance of the hotel post, the allocation method of the number of personnel required for different posts is uncertain. It is usually used for the staffing of employees and managers in front office, purchasing department, engineering department and other departments.

Post allocation. Posts are units of work division, and the organic combination of posts constitutes an effective organization. The post setting of the hotel changes with the change of the hotel's operating environment and mode. At present, the flattening of hotel organizational structure is the result of the reform of hotel management mode. According to the actual situation of the hotel, setting up posts scientifically and reasonably is an important link in human resources development. In this process, the focus is on job analysis (only when the job content is thoroughly analyzed can the post setting be reasonable), and clear job specifications are formulated to specify the responsibilities, qualifications and qualifications of each post. Only by doing this can the recruitment, assessment, training and promotion of employees have a basis. In the era of knowledge economy, the functions of some original posts in hotels have been weakened or cancelled, and some new posts have emerged. For example, many hotels didn't have the post of service center. Now, in order to effectively connect the front desk and the floor, the post of room service center has been set up. This requires that when setting up and adjusting posts, it is necessary to "set up posts because of things and apply them because of talents". We must not set up posts because of people, resulting in overstaffed organizations and overstaffed people. We must not casually put employees in a certain post, resulting in "overqualified" or "overqualified", both of which will make employees lose their enthusiasm and creativity.

Second, the equipment quota method.

According to the number of hotel equipment and the workload of employees, combined with the operation times of equipment and the attendance of employees, the staffing method of the required number of personnel is uncertain. This method is often used in engineering departments and laundry departments.

Third, the proportional staffing method.

According to the actual workload, labor quota, labor efficiency and other factors, the method of calculating the required number of personnel according to a certain distribution ratio. That is, according to the total number of employees or the proportion of a certain type of personnel, the method of calculating the number of another type of personnel. This is put forward according to a certain proportional relationship that objectively exists inside the hotel. For example, the ratio of kitchen to cutting and matching personnel.

Fourth, the efficiency quota method.

According to the labor efficiency, combined with the actual workload, work shifts, attendance and other factors to determine the required number of personnel. Where the implementation of labor quota management, mainly manual work, can be compiled according to this method. There are two kinds of labor quota: man-hour quota and workload quota.

2. Reasonable employment

Only by employing people reasonably can we give full play to their specialties, effectively mobilize their enthusiasm and achieve the goal of hotel human resource management.

1) principle

First, the principle of employing people.

Once hotel employees are hired and trained, they should be able to use them boldly without doubt. First of all, we should know that people are good at their duties, use their strengths, dare to take responsibility and give them challenging tasks. In the era of knowledge economy, hotel employees are mainly knowledge workers. As a manager, once he is convinced that he has arranged the most suitable candidate in a reasonable position, he should be given corresponding power to give full play to his initiative and creativity. With the rights and responsibilities, employees will think that this is the trust of managers, and will inevitably devote themselves to their work with great enthusiasm to create more benefits for the hotel. On the contrary, restricting its hands and feet will only make it lose its enthusiasm, and its "resource embodiment" will only be an armchair strategist. Secondly, it is necessary to eliminate interference and prejudice, make an objective and fair evaluation of employees' work performance, and ensure the satisfaction of employees' self-realization needs. Finally, overcome the psychology of seeking perfection and blaming, frankly point out the shortcomings and help them improve their working ability and quality.

Second, according to the principle of ability.

Third, the principle of fair competition.

Fourth, the principle of eclecticism.

First, the principle of structural optimization

Second, the principle of dynamic management

2) Employment system

Fourthly, hotel staff motivation.

1, the concept of motivation

Motivation refers to the psychological activity process of stimulating people's motivation, making people generate internal motivation and moving towards a certain goal, that is, the process of mobilizing people's enthusiasm.

2, the role of incentives

1) Motivation can motivate employees.

2) Motivation can form team spirit.

3) Incentive can improve service quality.

4) Incentive can improve management level.

3, the way of motivation

Managers should flexibly use various incentive theories, such as hierarchy of needs theory, two-factor theory, reinforcement theory, fairness theory, expectation theory, goal theory, etc., and adopt various targeted incentive methods to manage employees, stimulate their work enthusiasm, and make everyone do their best to finish all the work voluntarily.

The human potential is enormous. People are called resources because they have immeasurable potential. How to tap this potential is a hot issue in human resources development. Usually, enterprises will use incentives to continuously develop employees' internal capabilities. There is a good saying, "Praise can turn a fool into a genius". William james, a professor at Harvard University in the United States, found that in the absence of incentives, people's potential can only be played by 20%-30%, and they can keep their jobs as much as possible, but in a good incentive environment, the same people can play more than 80% of their potential. This shows the important role of incentives. Psychologists in the former Soviet Union have studied the human brain potential, and the results show that most people only use a small part of their thinking ability. If a person can use half a brain, he can quickly learn 40 languages, memorize all the items in the Soviet encyclopedia, and finish the courses of 10 universities. In terms of physical strength, research shows that human organs and structures can bear the load of 10 times in daily life. Therefore, the potential of employees is the great wealth of the hotel, and this wealth is in the hands of hotel managers. If hotel managers can fully mobilize the enthusiasm of employees and give full play to their potential, it will greatly improve the service quality and labor productivity of the hotel, improve the image of the hotel, enhance its competitiveness and create greater profits for the hotel.

How can we stimulate the potential of employees? There are many ways:

1) goal motivation (motivating employees by setting work goals)

Without a goal, there is no management, and management is a process of approaching the goal step by step. In the process of goal motivation, it is necessary to guide employees' personal goals and hotel goals in the same direction, so that employees' personal interests are consistent with hotel collective interests. We know that the incentive function of a goal = target value × expected probability, but not every goal can be achieved. This goal should not be high or big, and employees should feel that it can be achieved through certain efforts. Otherwise, it is just empty talk, which may also have a negative effect and make employees lose confidence. At the same time, this goal should be multi-level and multi-faceted. If only the overall goal will make people feel out of reach, multi-level goals will make employees feel practical and turn this goal into work pressure and motivation.

2) Role motivation (also called responsibility motivation, it is to let individuals know to shoulder their due responsibilities side by side, to stimulate their dedication to the role they play and to satisfy their sense of accomplishment).

Psychological investigation based on Maslow's theory of human sexual motivation shows that the pursuit of achievement and self-realization is the wish of most people, no matter what kind of organization. Mayo, an American behavioral scientist, conducted a survey on employees of an American company, as shown in the following table:

achievement

appreciate

work

itself

fair

group

mood

responsible

grow up

chance

salary

work

guarantee

Have self-esteem

condition

promote

unsatisfied

(%) 25 6 12 2 1 7 6 4 5 6 2 3 2

Iman

(%) 28 2 1 12 2 8 7 9 3 3 5 3 2

At the same time, in China Dalian Management Training Center, American experts made a survey of China students who participated in the training, as shown in the following table:

Business managers (%) government officials

(%) Teachers and technicians (%)

Grade 8 1 70 66

Salary and bonus 28 42 4 1

Honor 15 15 18

Attractive job

The future of family members 17 15 4 1

Upgrade 1 1 3 9

Capable leadership 13 27 20

Friendly leader 19 12 20

Working environment and conditions 45 45 4 1

The survey of the above two different subjects proves that most people have great expectations for their achievements. This is a general requirement of people, not just the unique quality of elites. Grasping this demand, the responsibility of hotel managers is to help employees understand and value their responsibilities, and also to pay attention to giving subordinates responsibilities equal to or slightly greater than their own abilities, so that employees can feel valued and realize the significance of their work. In addition, employees should be given certain autonomy. At present, many hotels give certain preferential rights to front desk receptionists, so that they can decide whether to give preferential treatment to their guests according to the actual situation, which not only increases sales, but also stimulates the sense of responsibility of employees. This move is undoubtedly the best citation for role motivation.

3) Material incentives

Marx once said, "Everything people strive for is related to their interests". Under certain conditions, especially in the primary stage of socialism where market economy and material life are not abundant, material incentives can play a considerable role and are also the recognition and appreciation of superiors to subordinates.

4) Competitive incentives

Competitive incentives are actually honorary incentives. Hotel service personnel are mainly young people, who are self-motivated. Hotels can often hold some competitions, which can not only arouse the enthusiasm of employees, but also improve the quality of employees.

5) information incentive

This kind of incentive method is not very popular at present, but the incentive effect it brings is no less than other incentive methods. Hotel managers can organize employees to visit and study in other hotels, which is also a good way.

6) Reward and punishment incentives

In management, rewards are affirmative and punishments are negative. Appropriate punishment can not only eliminate negative factors, but also turn negative into positive, and the combination of the two is better. But when using this method, we should pay attention to the following problems: timeliness. Don't do the thing of "sending an umbrella after the rain", affirm your achievements in time and punish your criticism mistakes in time, otherwise the effect will be greatly reduced. Accuracy. Whether it is reward or punishment, we should be realistic, appropriate and accurate, otherwise it will only attract disgust and adverse consequences. It seems worthless that incentives don't work but bring problems. Artistic. Many things vary from person to person, and rewards and punishments are no exception. We should adopt different ways according to the psychological characteristics of different objects. Some people love face, and verbal praise is sometimes more useful than bonuses. For employees who only recognize money, financial rewards are the most appropriate.

7) Participate in incentives

Everyone wants to participate in management, and hotel employees are no exception. They always want to have a say in hotel management. Therefore, hotel managers and human resources workers should be good at giving employees the opportunity to participate in management, decision-making and express their opinions. Listen to your subordinates, because the final executor of the decision is your subordinates. Now, almost all hotels have their own newspapers. Running a newspaper in a hotel is not only an integral part of hotel corporate culture, but also a very effective way to communicate, motivate and manage employees. In fact, there is another way that is very effective, but many hotels have not applied it. According to statistics, the application rate of this method in the United States and Germany is 39.7%, and this method is GM reception day (general manager reception day). It gives every employee the opportunity to speak his mind face to face with the general manager, talk about the "bumps" in his heart and make reasonable suggestions. This incentive method should be widely valued and applied in the overall human resource development of hotels.

8) Emotional motivation

Be strict with employees at work, care about and respect employees in life, and be moved by "love". The so-called respect for employees means respect for their status as hotel owners; Understanding employees means understanding their spiritual pursuit and material pursuit; Caring for employees means caring for employees and solving their practical difficulties as much as possible. High morale must have the necessary material guarantee, that is to say, to create a good working environment and living conditions for hotel employees. Only when employees truly realize that they are respected and truly become the owners of the hotel will they actively return to their jobs with the spirit of being masters. Taking this approach doesn't mean that you are always full of feelings. Sometimes the emotional shock brought by "sending charcoal in the snow" is immeasurable.

9) Promotion and mobilization incentives

It is undoubtedly an extremely effective method to use people's enterprising psychology to promote employees in their posts. The hotel will give excellent and plastic talents timely promotion opportunities, which will let employees see a bright future and feel the value of their work. But if it is not taken seriously, it will never be affirmed, which will only make people disheartened. Looking for other opportunities for self-development, brain drain is inevitable. In addition to promoting employees with good performance, we can also motivate employees by changing their positions within the hotel. Sometimes there are contradictions between individual managers and employees. In case of coordination failure, it is a good way to transfer employees to other positions. Because employees are not necessarily at fault, if we sit idly by, it will only affect the motivation of employees and will not bring benefits to enterprises. Job-hopping can not only make full use of human resources, but also motivate employees and bring greater benefits to enterprises.

10) demonstration incentive

"What kind of managers have what kind of employees" is a common saying, which shows the importance of role models. Many times, the work is very busy. Taking the initiative to participate in the work and assisting the employees' leadership will not only move the employees, but also inspire them. If you just blindly command and find fault, it will only cause employees' boredom and make them lose interest in their work. Managers should set an example, strictly demand and improve themselves from all aspects, and use their enthusiasm to influence and motivate their subordinates.

Motivation seems easy, but it is difficult to implement. If the way is wrong and the scale is not appropriate, it will bring the opposite effect. In the process of motivation, the two most important points are:

First, incentives can only be effective if they come from employees' hearts and meet their internal needs, otherwise they can only be "casting pearls before swine". The needs of each employee are different. A good book, a concert ticket, a ball ticket, a lecture, a certificate, a day off, a trip and so on. As long as it is given to the right person, the ideal effect can be achieved.

Second, incentives should be based on positive reinforcement, and of course, appropriate criticism and punishment are not excluded. In the process of positive reinforcement,

Be fair, just, open and specific, and don't use vague concepts such as "well done and excellent work" to reward. It should be timely and accessible. When it comes to rewards, we can't help but mention punishment. It is very important to use punishment carefully. Although punishment is an incentive means and can play a positive role under certain conditions, managers should remember that punishment is only a means, not an end, and cannot be abused. Otherwise, it will not only fail to inspire, but also cause opposing emotions, which is not conducive to the formation of team spirit. As for dismissing employees, we should be more cautious. Many domestic hotel managers mistakenly believe that the reason for good management of foreign hotels is "strict" and can dismiss employees at will, but this is not the case. Ritz, who was named the most outstanding hotel manager by American Hotel Magazine? Mr. Schultz, the general manager of Carlton Group, resolutely opposes the practice of dismissing employees at will. He thinks that "training novices repeatedly is the biggest waste" and "regular customers don't like new faces", which is exactly what domestic hotel managers should learn today. Talents are not used for waste, but for retention and development. Finally, we should pay attention to the art of language. Hotel managers should be able to discuss, mobilize and convince colleagues or employees with concise and even beautiful comments to make them emotional. If a manager just repeats the instructions of his superiors monotonously, coupled with boring oral language, it will inevitably arouse the resentment of colleagues and the rebellious psychology of employees, and even make things worse in the end. Managers should be good at using humor and sense of humor to motivate employees and enhance the relationship with employees. Humor is the lubricant of interpersonal relationship. Instead of complaining, it used a kind smile to avoid quarreling. Humor will make employees like you more and trust you more. Employees want to work with humorous people and are willing to do things for such people. Because being with such people is a feeling of spring breeze. In short, hotel managers should be good at using the lever of "motivation" to mobilize the enthusiasm of employees, improve service quality and work efficiency, and achieve hotel management goals.