Characteristics of human resources management in the catering industry

1. Deviation in personnel structure

From the perspective of personnel structure and academic structure, our catering is obviously a traditional labor-intensive industry with concentrated manpower. As we face the challenges of the new era, it is necessary for us to re-examine the current basic structure. Especially from the perspective of sustainable development, our human resources structure is in danger, and there is an urgent need to improve the human resources structure of the entire group's catering.

2. The overall quality of hotel and catering employees is low

In restaurants and kitchens, nearly 23.43% of employees have junior high school education or below. Most of them have a high school degree, and only a few have college or undergraduate degrees at the university level. On the one hand, this is due to the domestic cultural consumption concept. College students are ashamed to be waiters and start from the grassroots level, while employees with college degrees are basically promoted to management.

The learning atmosphere for catering employees is not strong enough. Most practitioners are not aware of the difficulties caused by low education. In the future, catering will develop in the direction of science and technology, information, and health, from manpower concentration to technology and professional service value concentration. If we want to face the future, we need to start from the system, strengthen the incentive-oriented role of the corresponding system, and improve the entire catering industry as a whole. Basic qualities of manpower.

3. It shows a serious succession crisis

A worrying phenomenon is that senior catering managers (including supervisors) have basically served for more than 2 years or even longer. That is to say, the current core members of our hotel and catering are all trained over a long period of time and are stable and experienced; but the disadvantage is that their academic qualifications are relatively low; only the foremen have some new highly educated employees. , but the proportion is very small. Employees with high education cannot be promoted to higher positions for the time being, or in other words, the room for growth of employees with high education is too small.

In the catering industry, there is a saying that the concept of "three-three" catering talents: three years of professional education; three years of technical learning and experience accumulation. Judging from our statistics, it has also been verified that this statement has a certain truth. Only professional knowledge is not enough to be qualified for the important task of catering operation and management. It is difficult to take on the important task without a certain period of experience accumulation. There is no shortcut to quickly copying catering talents.

4. Excessively high employee turnover rate

From our statistical data, the current employee turnover rate in the hotel and catering industry is relatively high. According to relevant statistics, the current employee turnover rate in hotels with four stars or above in Shanghai is 22%-23% on average; relatively speaking, the employee turnover rate in catering is too high. Whether this turnover rate is due to the loss of new employees or the turnover of excellent old employees, we need to further analyze; if it is the loss of new employees, then we need to carefully conduct a detailed analysis of the corresponding human costs and benefit output; take effective measures, such as increasing Big training will make various management systems more motivating and pay more attention to the input of employees, etc., to reduce the greater losses caused by loss without these efforts. From the previous statistics of working years, we can see that 54% of catering employees have more than 2 to 5 years of service; if these stable employees are included, we can roughly calculate that the turnover rate of new employees with 0-2 years is very high. The astonishing high turnover of new employees makes it very difficult to train our successors. .

5. Salary levels are generally low

In the analysis of employee resignation rates, it was found that among all the factors that determine employee resignation, the most important factor is the relative salary level. According to our statistics, the average salary of catering employees in the hotels is 1,200 yuan per month; but some temporary workers and apprentices earn even lower, only 300 to 600 yuan. Some employees may choose to change jobs after finding a company that can provide higher compensation. The rise of a large number of private restaurants has provided more options for external development for some older employees. The main reason for remuneration is the competitiveness of the remuneration system in the same industry, and the overall remuneration is relatively uncompetitive.

6. Informal organization of the kitchen

The kitchen system in the industry has a very obvious small group structure. Most of them are passed down from master to apprentice. This system has good stability. , if the management is smooth, it can also have very good execution capabilities, and it is very suitable for traditional hotel catering.

However, the flaws of this structure are also extremely obvious. It is difficult for apprentices to surpass their master's cooking skills. The vast majority of apprentices who are chefs lack a solid theoretical foundation and lack the ability to innovate and improve, which can easily form a vicious cycle. Moreover, to a certain extent, due to the lack of formal education, it is likely that many employees have a relatively low degree of socialization, which brings great difficulties to our management (this can be seen from the corresponding proportion of violations and disciplines); in addition, , the existence of multiple small groups can easily exclude outsiders; in this way, the entire system will become even more vicious.

7. Insufficient development of old employees

Judging from the current overall catering team, old employees occupy a large number and maintain a high degree of stability. If structural changes are required, the huge base must be taken into consideration. For example, overall salary cannot be easily increased. The corresponding inputs and outputs, as well as the corresponding negative costs and impacts of churn without changes, should be considered.

From the perspective of the development of catering, 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, we also There is a great need for these skilled chefs. Some professional and technical chefs are not qualified after being promoted to management positions. And relatively speaking, the cycle of training managers may be relatively shorter; for example, a top student from a college or university may become a manager above a supervisor after two years of training; and the training of a professional and technical personnel It's much more complicated.

8. Training shortcomings

We also conducted a brief investigation on the existing catering training channels and training effects. Clearly, this training is not enough. If analyzed from a higher level, such as theoretical research, maintenance of brand dishes, experience of service characteristics, development of high-end catering, etc., there is a lack of unified training. Because of the lack of higher-level training, we lack the ability to replicate technology.

9. Talent development

From the employee development survey, most hotels listed efforts to establish a talent pool, develop succession plans, and carry out career design. But this is just on paper. It looks perfect, but the real situation is not optimistic. Overall, the entire hotel industry is extremely weak in catering training, especially in the kitchen, and there is basically no unified training.