What are the differences of human resources in hotel industry, especially training?

Due to the early start and scientific management, foreign hotel management groups have formed advanced management systems and operation modes, which is a valuable asset. The hotel industry in China is in the process of rapid development and needs advanced ideas to guide it. With the rapid development of China's inbound tourism market, foreign-managed hotels have been able to provide better services to foreign tourists, making them feel friendly and safe. Therefore, many medium and high-star hotels in China choose foreign hotel management groups for management, and hotels managed abroad have also achieved good results in China.

experience

As one of the important signs of China's tourism reform and opening up, foreign-related hotels have entered a new period of mature operation and rapid expansion from tentative development after nearly 20 years of development. These hotels have changed from focusing only on foreign guests' market to paying equal attention to both domestic and international markets, from big cities to secondary cities, and from coastal areas to inland areas, which have begun to have an all-round impact on the hotel industry in China. The reason why foreign businessmen successfully run hotels lies not only in preferential policies, but also in the strategy of making full use of human resources to gain competitive advantage. At present, there are several major group hotels in China, such as Shangri-La, Holiday, Sheraton, Marriott and Hilton. Has a very unique experience in human resource management.

The employment system is flexible and scientific. With the support of local governments, there is basically no restriction on the employment of foreign-funded hotel management talents internationally. Moreover, due to the implementation of the contract system, the employment and dismissal of personnel are more flexible. In particular, it is less affected by nepotism and the personnel arrangement is more scientific.

Attach importance to the training of employees. Almost all foreign-funded hotels have independent training departments, and some even set up special training schools, or contact relevant institutions at home and abroad to train employees, hoping to improve the quality of employees through training, thus improving the competitiveness of hotels.

First of all, the salary paid to local employees is basically higher than or equal to the industry average. Secondly, it is easier to decide the reward plan for China employees according to their own business performance. However, many hotels managed by China people often need the approval of higher authorities due to the reasons of investors, so it is difficult for enterprises to make their own decisions.

In the early 1980s, the number of foreign investors in several major hotel groups in China was as high as 150, accounting for 10% of the total number of employees. In 1990s, with the maturity of management talents in China, many foreign-funded hotels successfully realized the localization of talents and became the core strategy for foreign-funded hotels to maintain their competitiveness.

question

Although due to the implementation of mature human resource management policies, most foreign-funded hotels have achieved strong competitiveness in the Chinese mainland market, there are still some problems in the actual human resource management of foreign-funded hotels:

The salary model caused by cultural differences is difficult to implement. Personal performance pay system is a common practice in foreign hotel industry. It is based on the effective assessment of employees' performance, realizes the system of linking salary rewards with assessment results, mobilizes employees' work enthusiasm to the maximum extent and exerts their potential. However, most employees in China are satisfied with the current job-related salary model. Due to the influence of China's traditional culture, China people think that interpersonal harmony is very important. This egalitarian distribution model can only maintain harmonious interpersonal relationships, and the personal performance pay system may destroy this harmony, so its implementation is hindered.

Service quality problems caused by low staff quality Although the quality of hotel staff in China has been greatly improved, compared with the increasingly personalized needs of domestic and foreign guests, the quality and skills of hotel staff are far from meeting the requirements. The main reason is that employees generally have low academic qualifications and have not mastered the necessary skills; Moreover, due to the influence of traditional ideas, most employees have no sense of identity with their work, think that they are service industries, and lack corresponding professional ethics and professionalism, resulting in unsatisfactory service attitudes and skills. Therefore, the quality of hotel staff needs to be improved urgently.

Brain drain caused by employee job-hopping Due to the openness and flexibility of the employment system of foreign-funded hotels, the employee turnover rate has been high. Although it declined in the 1990s, another phenomenon is also worrying, that is, the brain drain is mainly concentrated among middle and high-level employees, especially college students, which leads many hotel human resources departments to prefer vocational college students to college students when recruiting employees. This is undoubtedly worse for the hotel industry with low staff quality, which is a vicious circle.

It will take a long time for management talents in China to really mature. Although many management talents in China have rich practical experience, their decision-making ability, management ability and overall strategy need to be further improved due to their low education level. In particular, there is a lack of senior talents with overseas study and work experience and a deep understanding of eastern and western systems and cultures. Moreover, some employees "serve abroad, not at home", which also brings certain obstacles to Chinese managers' work.

Staff training often fails to achieve the expected results. Most employees don't take the initiative to ask for training, but only attend according to the arrangement of the hotel, which will inevitably make the training a mere formality and it is difficult to achieve the expected results. Only by fundamentally solving the composition, training content and training plan of the training team. Only by meeting employees' needs for training time, content and form can we mobilize employees' enthusiasm for training and cultivate qualified talents for hotel development.

On the whole, the relationship between Chinese and foreign employees in foreign-funded hotels is relatively harmonious, but there are also some problems caused by cultural differences. Fortunately, foreign managers receive cross-cultural training in international missions, which reduces the contradictions caused by cultural differences to a lower level.

way

The motivation of hotel to retain employees and motivate employees to the maximum extent can be summarized as: reasonable salary, promising career prospects, pleasant working atmosphere and opportunities for continuous learning and improvement. Therefore, the hotel human resources manager should start from the following aspects:

Personality characteristics, improper selection of personnel methods is the primary reason for employee job-hopping and employee turnover, which directly leads to the increase of hotel human resource management costs. Therefore, when selecting employees, hotels should first subdivide the vacant positions and choose employees who meet their personality requirements according to their different characteristics. In addition, it is always the right choice to hire those passionate, happy and friendly employees. The Ritz-Carlton Hotel uses the height prediction method to determine job candidates. After the careful selection of "personality characteristics employment dumping method", the employees in each position are efficient. They not only spare no effort to satisfy customers, but also participate in the planning of their own work areas. .

Changing the traditional salary design concept and the traditional salary system can only eliminate employees' dissatisfaction, but can't achieve the purpose of motivating employees. Therefore, salary should be linked with ability and work performance to stimulate employees' work motivation. First of all, we should make clear the hotel's business strategy. For example, the business strategy of Holiday Inn is to "increase the turnover, make the business successful, rebuild and unify the functions, strengthen the hotel foundation, cultivate excellent corporate culture and further tap the strategic advantages". Then the personal ability found in the interview is certified, which proves that it is helpful to the success of the hotel management strategy. Then integrate the core competitiveness with the human resources system. Only when the ability is fully integrated into all systems, including recruitment, training, performance evaluation, reward, leadership development, succession planning and career planning, can we achieve the greatest success. Finally, establish a salary system based on competence, introduce the competence system into the cognitive environment of new employees, and clarify the expectations of hotels. The competence system of Holiday Inn has successfully transformed the corporate culture of overseas subsidiaries, and formulated human resources strategy, company strategy and salary system. Consistent, profit growth for five consecutive years, high customer satisfaction, low employee turnover rate.

Hotels should design career development plans for every employee, especially college students and other high-quality talents, so that they can see the future development direction and goals. When recruiting, we should choose college students who have potential and love hotel work, assign them to a certain department according to their personality characteristics and hobbies, and give them a period of grassroots work exercise. If they reach a certain index and pass the examination, they can be promoted to a certain position. In this way, through constant tempering, excellent management talents will be cultivated for the hotel. Foreign management companies can also provide some overseas training experience, and such a career development plan will certainly be welcomed by college students.

Cross-training Cross-training is a training method for employees to meet more than one job need by receiving additional service skills training. Now it has been regarded by more and more western hotels as an important means to maintain the quality advantage of personnel and improve the service quality and competitiveness. The implementation of cross-training will help hotels to control costs more effectively, and make up for job vacancies in hotels in time when the business volume suddenly increases during the tourist season, or when employees are sick, on vacation and customers have additional needs. 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 job for a long time and increases the freshness; On the other hand, employees can be multi-skilled, and their efficiency is greatly improved, thus saving human capital and raising wages.

Hotel corporate culture construction corporate culture is the soul of an enterprise, and a good corporate culture is the source of its survival and development, which is the most fundamental symbol that distinguishes it from its competitors. It is the long-term knowledge of all employees and business leaders with value as the core, knowledge as the foundation, career as the common pursuit, and professional ethics, relevant laws, regulations and policies as the guidance. A good corporate culture should have the following characteristics: first, compatibility. Can absorb and accept the essence of different hotel management modes, and tolerate the defects and deficiencies of employees' personality. The second is learning. Can learn faster than competitors and create new management and service concepts; The third is strategic. We should pay attention to the long-term effectiveness of hotel services and enhance the sense of crisis of employees; Managers should be friends of employees, take the initiative to understand the difficulties and requirements of employees, and try their best to help solve them. Let employees feel the warmth of the hotel in both material and spiritual life. Establish a fair, open and just competency system evaluation system to convince employees.

Employee participation In the era of knowledge economy, employees pay more attention to the realization of personal value and personal growth. Therefore, as a manager, once it is confirmed that the most suitable candidate is arranged in a reasonable position, it should be given certain rights to create opportunities for employees to participate in hotel management and meet their high-level spiritual needs. When employees cooperate with others to solve problems, their social needs are met; When employees realize that they are important to the hotel, their respect needs are met; When employees are excited about their contributions, their self-realization needs are met. Through this internal "employee participation" incentive means, the hotel can not only mobilize the initiative and creativity of employees, but also provide them with more growth opportunities and retain outstanding talents.

Mr. Kemon Wilson, the founder of International Holiday Group, once said: Without satisfied employees, there will be no satisfied customers; Without a satisfactory working environment for employees, there will be no satisfactory environment for customers. In the final analysis, the competition in the hotel industry is the competition for talents, and the resources invested are the driving force for the sustainable development of the hotel industry. For the growing hotel industry in China, the only way to develop in the future is to be eclectic, foster strengths and avoid weaknesses, and take the road of human resource management suitable for its own characteristics.