How can hotels make good use of interns?

[Abstract] Human resources are the most basic, important and valuable resources of a hotel. No matter how perfect a hotel's organization is and how advanced its equipment is, if the hotel's employees do not exert their enthusiasm for work, it will never be able to become a first-class hotel. The competition between hotels is essentially a competition for talents. The use and management of a hotel's financial resources, material resources, and information resources are bound to be affected by the quality of human resources. Human resources determine the use effect of other hotel resources and the effect of hotel operating activities. This is just as people often say: "Everything depends on human effort." In the process of hotel operation and management, only when "people make full use of their talents" can "nothing is wasted". [Keywords] Hotel Human Resources Talent Training At present, some hotel managers only emphasize short-term economic benefits and lack a long-term perspective. They believe that training will only increase the company's costs and reduce profits while neglecting employee training. There are also many managers who are worried that employees will change jobs sooner or later and are unwilling to make great efforts in employee training. Today, with the rapid development of hotels, hotel managers should realize that people are the first factor in the success of a hotel. Only high-quality employees can improve the competitiveness of a hotel. Therefore, hotel managers should adhere to the principle of "employees first", pay attention to employee training, and provide them with various recharge opportunities. Establish training files in the hotel, and continuously conduct follow-up training according to the development of employees, so that employees can continuously update and recharge their knowledge and skills to meet the employees' increasing needs for knowledge and development. 1. Hotel Talent Situation With the rapid development of China's tourism industry, various hotels in our country require a large number of employees, especially professional managers. China's tourism colleges can only provide 100,000 graduates every year, and tourism professionals are in very short supply. The main reasons for the shortage of professional talents are as follows: 1. Special industry. In addition to all the unique characteristics of the service industry, the hotel industry also has many specialities. As a population-intensive industry, it has very high requirements for its employees. In addition to appearance, affinity, and adaptability, star-rated hotels also have low requirements for foreign languages. People who can do well in hotels can often do well in other industries. Outstanding. 2. The advantage is no longer. In the past, many people thought that salaries in other industries were not as high as those in hotels, which made hotels very attractive. Good working environment and hardware facilities gave star hotels a good sense of superiority and psychological recognition. and social recognition have advantages. However, as foreign companies continue to pour into China and ultra-luxury office buildings appear one after another, it is difficult for hotel hardware to attract job seekers. From the perspective of employee quality, if they look good and speak acceptable English, it is easy to find an office. work. But for some ordinary people, they cannot enter, thus losing some talents. 3. Social prejudice. Many parents and young people believe that the hotel industry is a job of serving people and eating for the youth. However, the current young generation are basically only children. Parents do not want their children to suffer this hardship. Waiters only stand. Eight hours is enough to make many people unbearable. The "three shifts" work system deprives young people of their spare time for fun. 4. Talent dilution. As more and more foreign capital enters hotels, the demand for hotel talents is increasing. However, hotel talent is a constant in a certain period of time. As hotel talents are diverted, talents are diluted. It is not easy to find the talents you want, and fierce recruitment competition within the industry has emerged. 2. Problems in hotel human resources management 1. Lack of competitiveness in salary. Among all the factors that determine employee resignation, the most important influencing factor is the relative salary level. Some employees may choose to change jobs after finding a company that can provide higher compensation. 2. There are few opportunities for employee training. In the past, this aspect was not paid much attention to, but in recent years, great emphasis has been placed on improving the professional level of employees. Among them, only those hotels with high star ratings are doing better. Hotels think that training costs are high and they will not change jobs. There are many employees in the hotel, and only those outstanding talents have the opportunity to be trained. 3. Lack of career planning for employees. Judging from the current overall hotel team, older employees account for half of the team and maintain a high degree of stability. If structural changes are needed, this huge group of people must be taken into consideration. Overall salary adjustments cannot be easily made. The corresponding inputs and outputs should be considered, as well as the corresponding negative costs and impacts of churn without changes. From the perspective of hotel development, two aspects of talents are needed: one is managerial, that is, managers who are educated, have learned from teachers, can manage, and dare to innovate; on the other hand, there is also a great need for these professional and technical talents. .

Some professional and technical talents are not competent after being promoted to management positions. And relatively speaking, the cycle of training managers may be relatively shorter. A top student from a professional college may become a manager above a supervisor after two years of training; while the training of a professional and technical personnel is Much more complex. 4. Lack of promotion opportunities for lower-level managers. A worrying phenomenon is that hotel senior managers (including supervisors) basically have more than 2 years of service or even longer. In other words, the core members of our hotel are currently After a long period of training, they are stable and experienced; but the disadvantage is that their academic qualifications are relatively low; only the foreman level has some new highly educated employees, but they account for a very small proportion, and highly educated employees cannot be promoted for the time being. To higher positions, or in other words, there is too little room for growth for highly educated employees. 3. Solutions 1. Introduce laid-off workers and strengthen training. For some positions that do not have high educational level and age requirements, enterprises can solve the problem of difficulty in recruiting workers by recruiting laid-off workers. On the one hand, it alleviates the employment pressure in society. On the other hand, laid-off workers are relatively hardworking and have stable jobs, and their costs are relatively low. 2. Improve welfare benefits and strengthen corporate culture. Now, people's living standards are not high yet. Employees work in hotels to make a living. Since they are making a living, they have to consider income issues. As people's consumption levels generally increase, employees' salary and welfare levels must be improved. When employees' efforts and income cannot match, job-hopping becomes possible. If hotels can plan to improve employees' salary and welfare levels, establish A reasonable salary system not only effectively inhibits the outflow of employees, but also attracts outstanding external talents to join. Cultural power is competitiveness. Cultural power is the combination of cohesion, environment and quality. Cultural power can form an environment that can bind people's hearts. Enterprises must have their own corporate culture. The corporate culture itself must give people unlimited space for imagination, and at the same time, there must be opportunities to realize imagination. When talents serve the enterprise, in addition to benefits such as salary, they will also pay attention to the pursuit of self-development and self-improvement, so that they have the opportunity to be reinvented and appreciated within the enterprise. If a company has no culture or pursues profits blindly and ignores the spiritual needs of employees, even if it gives talents a salary increase, it will only be able to retain talents for a while but not for a lifetime. 3. Make good use of interns and strengthen school-enterprise cooperation. Interns are generally graduates of tourism management from professional colleges and universities. They have higher academic qualifications. The content they learned during their studies at school is very targeted and they have a deep understanding of this major. For example, General employees are more malleable, but lack practical opportunities. More cooperation with schools will also help select better employees. 4. Actively guide employees to make career plans. When recruiting in a hotel, career plans should be made for employees. This can increase employees' loyalty to the hotel and give full play to employees' strengths based on their own conditions. 5. To strive to retain outstanding talents, hotels must formulate scientific and effective compensation strategies. The level of salary not only provides employees with different spending power in material terms, but also becomes an indicator of personal value, which determines the attractiveness of the hotel to a certain extent. Absorb talents at different levels by formulating different forms of compensation management strategies. 4. The hotel’s talent cultivation approach: People are the most precious and important resource in the world. But it is also the most complex and difficult resource to use well. Human resources are the source of power and wealth for a hotel's sustainable development. It is the foundation and foundation of management that supports the hotel building. 1. Internal corporate training is a common method within hotels. It is arranged by the human resources department at regular intervals with the purpose of updating concepts and business capabilities. 2. Cooperation with institutions of higher learning is also relatively common. The hotel regularly sends some employees to study in institutions of higher learning. 3. Provide opportunities to study abroad. In order to better participate in competition, some hotels send internal staff to study abroad, with the purpose of bringing advanced foreign concepts and knowledge back to their hotels. 5. Summary As we all know, human resources are the first resource. Competition in today's society is ultimately a competition for talents. Whether it is an enterprise or a unit, it is necessary to develop and train talents, and this is especially true for hotels. Which hotel develops talents early and allows employees to absorb the latest theoretical knowledge to improve their business level, then this hotel will be able to At the forefront of the hotel industry. Reasonable development and training of human resources and giving full play to people's maximum potential can provide huge economic benefits for hotel business objectives.