Human resource management in hotel management

Human resources management in hotel management

Strengthen human resources management and strive to create a high-quality workforce. Paying attention to human resource management and cultivating a high-quality hotel staff is the essence of the hotel's insistence on "humanistic management". This is because as Mr. Kaymon Wilson, the founder of International Holiday Group, said: "Without satisfied employees, there will be no success." There are no satisfied customers. ?In my country's hotel service industry, due to the low quality of employees (such as generally low academic qualifications, insufficient mastery of necessary skills such as foreign languages), influenced by traditional concepts, many employees still regard serving customers as serving customers, lack of professional accomplishment, etc. etc.), which leads to service quality problems is not uncommon. From one aspect, this reflects the reality that the quality and skills of employees in my country's hotel industry at this stage are far from being able to adapt to the increasingly personalized needs of domestic and foreign customers. Therefore, it is necessary for modern hotel managers to strengthen human resource management from the following aspects and strive to create a high-quality workforce.

(1) Adopt the "Character Characteristics Recruitment Method" to enhance the job adaptability of hotel employees

The adaptability of employee characters is an important factor for hotels to select employees. It is a very important condition factor. In the hotel industry, it is common for employees to change jobs, and a large proportion of employees change jobs due to poor job adaptability due to "character flaws". Frequent employee job-hopping not only directly increases the hotel's labor costs, but also causes other employees to frequently change jobs. The fluctuation of thoughts affects the stability of the staff and hotel work.

Therefore, when the hotel hires and selects employees, it should be based on the subdivision of the personality requirements of the vacant positions and select personnel who meet the personality requirements according to the characteristics of the positions to improve the employees' job adaptability.

The practice of Ritz-Carlton Hotel tells us that for modern hotels, it is always the right choice to choose passionate, happy and friendly employees. The hotel uses the "characteristic recruitment method" to carefully select and determine job candidates, striving to enable employees in each position to maintain a "highly efficient" working state, actively participate in the formulation and implementation of work plans in their work areas, and fully Give full play to their subjective initiative. Over the past few years, the Ritz-Carlton's attrition rate has dropped by nearly 50%.

Of course, from another perspective, hotel managers can promptly understand the reasons for employee resignations, promptly correct existing problems in human resources management, and promptly eliminate certain pressures that should not be borne by employees, which is also a way for hotels to reduce One of the effective measures for staff turnover rate.

(2) Change the traditional salary design concept and establish a salary system with ability and performance as the core values.

The traditional salary system fails to fully reflect? More work, more gain, Taking into account the socialist distribution principle of fairness, it is difficult to give full play to the incentive effect that salary should have. Therefore, compensation must be directly linked to employees' abilities and job performance to stimulate employees' work motivation and enthusiasm.

First of all, every employee must be clear about the hotel’s business strategy and goals. For example, the business strategy clearly stated to every employee of Holiday Inn is to increase turnover, make operations successful, rebuild and unify functions, strengthen the hotel foundation, cultivate excellent corporate culture, and further explore strategic advantages.

Then, the personal abilities discovered during the employee selection process are certified in job practice to confirm whether they are indeed conducive to the success of the hotel's business strategy.

Finally, through the salary system with ability and performance as the core values, the employees are introduced to the cognitive environment, so that employees can realize the consistency between their personal interests and the hotel's interests, and clarify the hotel's expectations for employees. For example, Holiday Inn has successfully aligned its human resources strategy with the company's strategy and its core value compensation system. Its profits have been growing over the past five years, customer satisfaction is high, and employee turnover is also very low.

(3) Provide a multi-channel development environment for employees, motivate and retain talents, and achieve a win-win strategy for the hotel to gain benefits and employees to make progress

First of all, for employees with potential For high-quality college students who love hotel work, the hotel should have a clear career development plan so that they can see their future development direction, goals and hopes.

At the same time, the hotel reasonably allocates positions according to work needs and combines their personality characteristics, hobbies, and skills, and evaluates them for promotion or promotion in a timely manner.

Of course, if conditions permit, we can provide outstanding employees with paid off-the-job training, study and overseas training opportunities. For example, the American Holiday Group has set up Holiday Inn University in Memphis, where managers of the group must study for 2 to 5 weeks. For another example, the Sheraton Group has five training centers abroad to train its senior managers.

What needs special emphasis and promotion is that hotels must proactively provide a multi-channel development environment for employees in front-line service positions. The corporate management pyramid structure determines the limited number of hotel management positions, and the vast majority of employees must stick to the front line of service. Therefore, hotels must proactively provide multi-channel development opportunities for front-line service employees so that they can progress and succeed in ordinary, hard-working, and unknown front-line service positions. Hotels can reform the salary system to increase the salary escalation levels of service staff and conduct regular assessments for promotions; they can link salary with job tenure, title, technical title, and job performance, and award senior waiters to service staff with long service experience, strong skills, and good work performance. ?, ?Chief Service Engineer? and other titles. Reasonably change the phenomenon that the salary of senior service staff is not as good as that of first-time managers, so as to motivate and retain talents.

(4) Strengthen the construction of corporate culture, homogenize employees with different value orientations, and enhance the cohesion and competitiveness of the hotel.

A good corporate culture is the basis for the survival and development of enterprises. Source power is the most fundamental symbol that distinguishes us from our competitors. Hotel employees come from all over the world. Differences in their life experiences, cultural qualities, nature of positions, aspirations and hobbies, etc., determine the differences in employee value orientations. A good corporate culture is the magic for hotels to homogenize employees with different value orientations? ?strength. A good corporate culture has the following characteristics: First, compatibility: it can absorb and accept the essence of different hotel management models, and tolerate the flaws and shortcomings of employees' personality. The second is learning ability: the ability to learn faster than competitors and create new business management and service concepts. The third is strategic: 1. Pay attention to and adhere to the long-term effects of hotel services and enhance employees' sense of crisis; 2. Implement the principle of managers serving employees, take the initiative to care for and help employees, and build an "employee home"; 3. Establish a fair, open and impartial employee competency evaluation system.

A good corporate culture can be properly promoted, fully reflect the hotel's personality and characteristics, and win success for the hotel. For example, the world-renowned Sheraton Hotel chain wins people's hearts with its "value for money", the Hilton Hotel is known for its emphasis on fast service, and the Mandarin Orchard Hotel in Hong Kong is known for its emphasis on "emotional" service.

(5) Respect "employee participation" and mobilize and give full play to employees' initiative and creativity

In the era of knowledge economy, employees pay more and more attention to the realization of personal value, that is to say , every employee has certain spiritual needs. Our employees' social needs are met in the process of cooperating with others to solve problems; their respect needs are met when they feel that the hotel needs them; and their self-actualization needs are met when they achieve outstanding performance and are praised by leaders and comrades. ?

Therefore, after the hotel is convinced that it has placed the most suitable candidates in the most suitable positions, it should grant them certain powers to create and provide conditions and opportunities for employees to participate in hotel management to satisfy employees at different levels. Therefore, the hotel will maintain a virtuous cycle and develop successfully. For example, the Ritz-Carlton Hotel launched the "Self-Directed Work Team" measure, which enables employees to exercise the power of their original superior managers through authorization, creates free space for employees, motivates and releases their potential, and enables them to increase their responsibilities. The hotel has grown rapidly in the process with a sense of heart and mission, which has greatly improved the overall service level of the hotel. ;