After graduating from a hotel management college, I want to work in a hotel abroad.

The author believes that the motivations for hotels to retain employees and motivate them to the maximum extent can be summarized as: reasonable salary, promising career prospects, pleasant working atmosphere, and opportunities for continuous learning and improvement. . Therefore, hotel human resources managers should start from the following aspects:

Character recruitment method Improper selection of employees is the primary reason for employee job-hopping and staff turnover, and directly leads to an increase in hotel human resources management costs. Therefore, when selecting employees, hotels should first segment the vacant positions and select employees who meet their personality requirements according to the different characteristics of the positions. Additionally, hiring employees who are passionate, happy, and friendly is always the right choice. The Ritz-Carlton Hotel uses high-prediction methods to identify job candidates. After careful selection through the "Character Characteristics Hiring Method", employees in each position are highly efficient. They not only spare no effort to satisfy customers, but also can participate Plan development within own work area.

Change the traditional salary design concept. The traditional salary system can only eliminate employee dissatisfaction, but it cannot achieve the purpose of motivating employees. Therefore, remuneration should be linked to abilities and job performance to motivate employees to work. First of all, the hotel's business strategy must be clearly defined. For example, Holiday Inn's business strategy is to "increase turnover, make operations successful, rebuild and unify functions, strengthen the hotel's foundation, cultivate excellent corporate culture, and further explore strategic advantages." The personal competencies discovered during the interview are then certified as contributing to the success of the hotel's business strategy. Then integrate core competencies with the human resources system. Only when competencies are fully integrated into all systems, including recruitment, training, performance appraisal, rewards, leadership development, succession planning and career planning, can the greatest success be achieved. Finally, develop a salary system based on abilities and introduce the ability system into the cognitive environment of new employees to clarify the hotel’s expectations for them. Using a competency system, Holiday Inn successfully transformed the corporate culture of its overseas subsidiaries and aligned its human resources strategy with the company's strategy and compensation system, resulting in five years of consistent profit growth, high customer satisfaction, and improved employee turnover. Very low.

Employee career planning The hotel should design a career development plan for each employee, especially for the career development of high-quality talents such as college students, there must be a clear set of planning plans so that they can see the future. Development direction and goals. When recruiting, college students who have potential and love hotel work should be selected. According to their personality characteristics and interests, they should be assigned to a certain department and given a period of grassroots work training. If they meet specific indicators and pass the review, they can be promoted. To a certain position, in this way, through continuous training, excellent management talents will be cultivated for the hotel. Foreign management companies can also provide certain overseas training experience. Such career development plans will definitely be welcomed by college students.

Cross-training Cross-training is a training method in which employees receive training in additional service skills to meet the needs of more than one job position. It is now used by more and more Western hotels to maintain the advantage of personnel quality and improve important means of service quality and competitiveness. The implementation of cross-training can help hotels control costs more effectively, and can make up for job vacancies within the hotel due to sudden increases in business volume during the peak tourist season or when employee illness, vacation, or additional customer demand lead to job vacancies within the hotel. At the same time, it can also reduce the job-hopping rate of employees. On the one hand, employees like the challenges brought by training, which reduces the boredom caused by repeating the same work for a long time and increases the sense of freshness; on the other hand, it enables employees to be multi-talented and their efficiency is greatly improved, thus saving labor capital. , wages rise.