[Management] What to do if employees lose their jobs?

Employees are the backbone of a hotel's survival, and the full play of their enthusiasm is the guarantee for the success of management activities. All management activities must be centered on mobilizing employees' enthusiasm and doing their jobs well. Therefore, the study of employees has always been an important topic in hotel management, and the employee turnover rate in hotels is closely related to the hotel's survival and development. Correctly analyzing the reasons for hotel employee turnover and finding countermeasures is the key to solving the problem. A hotel employee is serving tea to a guest. If any hotel wants to be based on society and develop, it must have the resources to maintain the hotel's operations. Among them, human resources are the most important. But for now, the human resources of the Chinese hotel industry The development is not very ideal, especially the high turnover of employees, which results in low efficiency of financial, material, information and other resources, and it is difficult to effectively guarantee the quality of services and products. The problem of employee turnover has always been a problem that has troubled hotel managers. Now it has been taken seriously. How to solve the problem of employee turnover has become the most urgent problem at present. This problem has been researched and analyzed. 1. Reasons for hotel employee turnover Employee turnover is often caused by a variety of reasons. Combined with the characteristics of the hotel industry, we start from several aspects: personal characteristics, work content, income and benefits, working environment, and personal career development, and evaluate hotel employees. Discuss the reasons for attrition. 1. Personal characteristics Research shows that age is an important reason affecting employee turnover. Generally speaking, there is a high negative correlation between age and mobility, with younger people having more mobility than older people. The average age of hotel employees is younger and they are at an age where they change jobs frequently. There is also a high negative correlation between tenure and turnover. The shorter the tenure, the higher the turnover. Most resignations occur within the first three years of employment. In addition, the personality characteristics of hotel employees are also the main factors leading to turnover, because personality determines the career interests of employees. Some employees with introverted personalities, high self-esteem, and high risk-taking personalities also have high turnover rates. 2. Job content and nature Most employees in the hotel industry are young people with active ideas, strong interpersonal communication skills, and outgoing personalities. Most of them never have a single-minded idea about their career. Once they encounter conditions, they will change. Jobs that are better, have higher incomes, and are relatively more stable are tempting to leave. The hotel industry is a service industry. In my country's hotel industry, it is generally believed that hotel work is an industry where youth can only feed themselves. Under this concept, it is difficult for hotel employees to work with peace of mind, and job-hopping has become something they often consider. In addition, influenced by traditional ideological concepts, some employees believe that the work they do is inferior to others, so once they have the opportunity, they will look for jobs in other industries. High work pressure is also an important factor leading to employee turnover. Many hotels adopt a salary assessment system. As long as employees make a mistake, their wages or bonuses will be deducted. Moreover, the quality of domestic hotel guests varies, and employees who are not careful will face guests. Complaints, which makes employees work under a lot of pressure all day long. Over the long term, employees may feel physically and mentally exhausted and choose to leave. Analysis of employee turnover rate at different entry times in hotels 3. Salary and benefits Relative salary level is the most important factor affecting employee turnover. In the 1980s and early 1990s, the hotel industry was a high-income industry in my country. Entering the mid-1990s Since then, the scale of hotel construction has further expanded and hotels have entered the buyer's market. The income of hotel employees has not increased significantly. At the same time, more and more emerging high-paying industries such as the IT industry, communications electronics industry and other foreign-funded enterprises are emerging. The original high-income advantage of the hotel industry no longer exists. It is even significantly weaker than many other industries. Moreover, my country's hotel industry still suffers from unreasonable salary systems and incomplete employment security systems. The relationship between hotels and service staff is mostly an employer-employee relationship. Except for the employment contracts signed with employees at the time of employment, which are protected by the national legal system, many employee benefits such as social medical care and insurance are basically not guaranteed. Some laws clearly stipulate that Rights such as holiday overtime subsidies are not guaranteed, which leads some employees to be attracted to other relatively high-paying industries.

4. Working environment Star-rated hotels, especially high-star hotels, are magnificently decorated, with luxurious and warm facilities and environment. The temperature is suitable all year round. The employees are gentle, polite and have beautiful and confident smiles, coupled with wonderful background music. It's a "spring and snow"-like job. But employees are only the creators and maintainers of this work environment. In fact, hotel employees, especially front-line employees, have a heavy workload and hard work, and some low-quality guests sometimes deliberately make things difficult or even insult employees. In some hotels, internal personnel relationships are too complicated, interpersonal relationships are tense, and the working environment is depressing. 2. Accelerate the development and management of human resources and improve the quality of employees. Managers are the core strength of the hotel and play a connecting role. Outstanding managers deeply appreciate the trust of subordinate employees, tap the strengths of each employee, and reduce the turnover of ordinary employees. plays a big role. Because of their high value, managers are often targeted by competitors and have great potential liquidity. The hotel should retain them first, otherwise, not only will the hotel suffer heavy losses, but it will also make its competitors stronger. After retaining people, you must be able to make good use of them. Improper employment will also cause turnover. The hotel should try its best to create an environment for them to display their talents, delegate certain rights and allocate necessary material and financial resources. At the same time, when the hotel trains employees, it only emphasizes practical skills and ignores the cultivation of employees' service awareness, resulting in employees' weak service awareness. In this way, the hotel's efficiency is poor, and the benefits of employees are relatively reduced, which makes it easy for employees to move around. This requires the hotel to change its understanding, improve its training system, and put employees' service awareness first in training. Develop serialized and hierarchical exercises, and formulate long-term employee training plans to stabilize the workforce and comprehensively improve employee quality.

3. How to solve the problem of employee turnover and stabilize the workforce. Excessive employee turnover is a phenomenon that no hotel wants to see. Only by stabilizing the workforce can it provide high-quality services to guests. To this end, it is believed that hotels should start from the following aspects: 1. Establish a people-oriented management idea. The so-called humanistic management simply means people-centered humanized management. It requires hotels to regard employees as the company's most valuable asset and most important resource, and its central idea is to fully respect every employee. What hotels sell to guests are service products, and the quality of service products directly depends on the service provider. Implementing people-oriented management should be an inevitable choice for hotels. The most important thing for hotels to implement people-oriented management is to know how to respect employees. Hotel managers must treat employees as flesh-and-blood people who desire care, understanding and respect, and fully Respect their labor, safeguard their rights and interests, create a good working atmosphere for their work, strengthen communication with employees, and remind yourself that only when employees are satisfied, customers will be satisfied. This can not only enhance their self-confidence and stimulate their enthusiasm for work, but also improve their satisfaction and loyalty to the hotel, thereby reducing employee turnover. 2. Effectively improve the hotel's welfare benefits and formulate a complete bonus system. Good welfare benefits play a positive role in mobilizing employees' enthusiasm, ensuring service quality, improving the hotel's economic benefits, and reducing staff turnover. On the other hand, hotels should develop a reasonable bonus distribution system. For example, based on a variety of factors, employees can feel at ease whether they receive bonuses or not. At this stage, work is still the means for most employees to make a living. Since it is a means of making a living, people have to consider income issues. Therefore, by providing relatively generous remuneration to employees, hotels can also effectively inhibit employees from leaving the hotel. At the same time, high salaries can also attract outstanding external talents to join. 3. Establish the hotel's entrepreneurial spirit and cultivate corporate culture. The hotel's entrepreneurial spirit is a spirit established by hotel managers for the survival and development of the hotel based on the characteristics of the hotel. It has a guiding function, which can guide employees' efforts to achieve the hotel's business goals, thereby forming a unified value system. The resulting huge spiritual power will drive employees to consciously improve service quality, and bring repeat customers and even regular customers with excellent services. The hotel's efficiency will increase and employees' benefits will improve. This chain reaction will eventually make employees love the hotel and reduce turnover. .

If a hotel wants to make employees' value orientation consistent with the hotel's corporate spirit and values, it needs to work hard to get employees to agree and support the hotel's purpose, goals, and core concepts in their hearts. This requires managers to constantly indoctrinate and promote employees, conduct training, or organize some activities to allow employees to join the company in a relaxed atmosphere and create a positive connection with the company. Employees are pouring tea for guests. 4. Pay attention to career management. Hotels should develop talent plans for employees, especially high-quality talents, and provide them with development opportunities. Hotels can adopt the following systems: (1) Job selection system is provided to new hotel employees. Highly educated, high-quality employees have the right to choose the department or job they are interested in, so that they can be happy to work and be able to achieve success. (2) Job Apprenticeship System: The hotel provides employees who have worked in grassroots positions for a period of time with a job apprenticeship system for management positions. This can not only exercise employees' management capabilities, but also stimulate their enthusiasm for work, so that they can see the hope placed by the company and work with peace of mind. At the same time, the company can conduct a comprehensive observation of employees during their probationary period to evaluate their comprehensive quality and management capabilities. Conduct evaluations to provide basis for future promotions. Of course, companies should promote employees who perform well during their probationary period as early as possible. (3) Establish a departmental assessment system. Hotel companies can regard the use, training and management of employees as an assessment indicator of the department, and attract the attention of department leaders through system constraints. Only the department pays attention to this and provides a good environment for employees. Only a working and development environment can enhance employees' loyalty to the company. 5. To ensure that everyone performs their duties and makes the best use of their talents, the hotel should put forward clear work requirements for different types of employees, assign them challenging tasks, and provide them with opportunities for promotion, so that each employee can excel in his or her job. You can use your position to your fullest potential. At the same time, an equal competition mechanism should be established within the hotel to provide more outstanding employees with opportunities to display their talents. Today, the hotel industry is facing fierce competition, and the flow of employees has become an inevitable trend. Hotel operators should pay attention to this phenomenon, proactively find causes and solutions, and strive to rationalize the flow of employees so that this phenomenon can be rationalized. This kind of flow adapts to the development of society and makes your hotel in an invincible position in the fierce competition.