Percent reward! This paper probes into the problems existing in the development of hotel industry in Xinjiang.

In any case, hotels should take "people-oriented" as the center and conduct training and management around this!

Management doesn't have to be copied mechanically!

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.

Xinjiang's unique geographical advantages, port advantages, resource advantages, transportation advantages and humanistic advantages in the regional economic cooperation between China and Central Asian countries make Xinjiang's position in the regional economic cooperation between China and Central Asia more important and its positioning more clear. As far as Xinjiang's own development is concerned, how to make good use of the good international and domestic development environment, create conditions to continuously optimize and combine various development resources, speed up the pace of economic rise, increase the intensity of opening up, and accelerate the establishment of an economic, scientific, technological, cultural and educational center radiating from Central Asia, making it the core area of China's opening to the west, which is the need of national interests and an important way to accelerate the economic development and social stability in Xinjiang's ethnic areas. In the economic field, in addition to normal trade, we should focus on two things at present: First, actively promote the construction of China-Kazakhstan Horgos International Border Cooperation Zone. This cooperation zone is the first cross-border international cooperation center in China, which is of exploratory and pioneering significance. First of all, we should actively promote the infrastructure construction of the Khorgos International Border Cooperation Zone between China and Kazakhstan and put it into operation as soon as possible. Second, high standard positioning. Kazakhstan is the country with the fastest economic recovery among Central Asian countries, and the cooperation zone should not only become a cooperation center between China and Kazakhstan, but also become a cooperation center that radiates Central Asian countries. Make the cooperation zone a window and industrial base for China to push westward. The construction of the cooperation zone can promote the adjustment of the overall industrial structure in Xinjiang, and then promote the priority upgrading of the domestic industrial structure. Third, pay close attention to the study of operation mode and related policies and management methods. The second is to strengthen cooperation and exchanges between private enterprises. At present, private economy and private enterprises have become an important force in regional economic cooperation between China and Central Asia. In recent years, Xinjiang has cultivated a large number of powerful and competitive non-public enterprise groups such as Guanghui, Ke Mei, Maiquer, Sanbao and Maye. At the same time, a number of powerful large private enterprises at home and abroad, such as Master Kong, Uni-President, Wahaha, etc. They have also entered Xinjiang to explore the market, becoming a deep-water bomb and a new force in the economic and trade exchanges between China and Central Asian countries. It is necessary to further encourage and guide private enterprises to accelerate the pace of "going global" and support the development of private enterprises from policies and funds. At the same time, it is necessary to strengthen market supervision, standardize the business behavior of private enterprises by legal and administrative means, and safeguard fair competition in the market and the reputation of China enterprises.

In terms of working methods, we should implement the strategic measures of "both big and small". Making a fuss about the word "big" will help us take the initiative in cooperation and enhance our ability to resist risks. No matter from the perspective of economic cooperation, or from the perspective of cooperation in science, technology, culture and education, the stability of large projects and groups will certainly be significantly enhanced. In this sense, it is necessary to implement the strategy of diversification of the national energy and mineral market and the strategy of large enterprise groups, so as to make Xinjiang a comprehensive energy and mineral resource area connecting Central Asia. Introduce domestic advanced technology, management experience and foreign technical equipment, make use of Xinjiang's resource advantages, develop manufacturing industry, and build Xinjiang into an export processing base, thus enhancing Xinjiang's ability to advance into the Central Asian market. At the same time, facing the reality of Xinjiang, we should also attach great importance to border trade. The trade between Xinjiang and Central Asian countries accounts for more than 80% of the trade between China and Central Asian countries. In 2005, the border trade of the autonomous region reached 5.54 billion US dollars, which became an important pillar of the foreign trade of the autonomous region. We should continue to rely on Xinjiang's important position in trade with Central Asian countries, and develop Xinjiang into a material distribution center between China and Central Asia. The economic cooperation between Xinjiang and Central Asian countries involves the fields of economy, science and technology, culture and education. It is not only a long-term development strategy, but also a complex systematic project, which must be guaranteed by certain policies. In the cooperative research of economy, science and technology, culture, education and other fields, three problems should be solved: how to formulate policies at the national level to support Xinjiang's opening to the west; How to increase financial and policy support for promising projects at the level of Asian banks; How to innovate the system and mechanism at the Xinjiang level and continuously enhance the internal vitality of the economy? Study and formulate policies to encourage and support mainland "big enterprises" and central enterprises and powerful private enterprises to invest in Xinjiang. Study and establish subsidy policies to encourage enterprises to invest in Xinjiang, including employment subsidies and price subsidies for investors. At the same time, it is necessary to establish a market-oriented cross-regional enterprise cooperation mechanism to attract enterprises to invest in Xinjiang, and combine the advantages of enterprises in technology and capital with those in resources, labor and market in Xinjiang to achieve complementary advantages, mutual benefit and common development.

Study and establish a reasonable interest distribution mechanism. In the process of integrated development, it is necessary to study the interest distribution mechanism of resident central enterprises, and central enterprises should properly protect local interests, especially while developing resources, and ensure the sustainable development of local areas, especially ethnic border areas. Adjust and improve the tax-sharing financial system. The current financial system itself is too standardized, especially the lack of institutional differential treatment for ethnic minority areas and poor and backward areas, and does not reflect the requirements of equalization of public services. It is necessary to establish a financial system and management means conducive to enhancing the internal motivation of local economic development, fundamentally reverse the situation of insufficient financial resources and financial difficulties in poverty-stricken areas and ethnic minority areas, and promote harmonious economic and social development and long-term stability.

Formulate policies to encourage Xinjiang enterprises to develop mineral resources in Central Asian countries. Xinjiang's participation in the development and utilization of resources in regional cooperation in Central Asia must be included in the overall planning of national energy development. As the exploration and mining rights in Central Asian countries are generally marketized, the state should formulate preferential policies to encourage risk exploration of mineral resources, support powerful enterprises to carry out risk exploration of mineral resources in Central Asian countries, or encourage powerful large mining groups to carry out transnational mergers and acquisitions of mining enterprises in Central Asian countries.

Actively study the "big projects" supported by ADB's finance and implement the "big projects" driving strategy. We can study and put forward good projects in transportation and other infrastructure, education, energy, urban development and financial reform, and actively seek support. In terms of highway projects, the key points that can be considered in the near future are: the reconstruction of Sailimu Lake-Horgos Highway; Planning and construction of Kashi-Ilistan-Osh-Andijan highway; Improve the port traffic infrastructure; Planning and Construction of Calassou-Horog-Dushanbe Highway. In terms of railway projects, the key points that can be considered in the near future are: the expansion of the new Eurasian continental bridge; Jingyihuo Railway; China-Kyrgyzstan-Ukraine Railway; Railway construction in Kazakhstan, Ukraine, Kyrgyzstan and China. At the same time, increase multilateral cooperation in the fields of science and technology, education and culture, and actively strive for ADB funds and policy support for selected projects. Study and formulate policies to encourage and support mainland "big enterprises" and central enterprises and powerful private enterprises to invest in Xinjiang. Study and establish subsidy policies to encourage enterprises to invest in Xinjiang, including employment subsidies and price subsidies for investors. At the same time, it is necessary to establish a market-oriented cross-regional enterprise cooperation mechanism to attract enterprises to invest in Xinjiang, and combine the advantages of enterprises in technology and capital with those in resources, labor and market in Xinjiang to achieve complementary advantages, mutual benefit and common development.

Study and establish a reasonable interest distribution mechanism. In the process of integrated development, it is necessary to study the interest distribution mechanism of resident central enterprises, and central enterprises should properly protect local interests, especially while developing resources, and ensure the sustainable development of local areas, especially ethnic border areas. Adjust and improve the tax-sharing financial system. The current financial system itself is too standardized, especially the lack of institutional differential treatment for ethnic minority areas and poor and backward areas, and does not reflect the requirements of equalization of public services. It is necessary to establish a financial system and management means conducive to enhancing the internal motivation of local economic development, fundamentally reverse the situation of insufficient financial resources and financial difficulties in poverty-stricken areas and ethnic minority areas, and promote harmonious economic and social development and long-term stability.

Formulate policies to encourage Xinjiang enterprises to develop mineral resources in Central Asian countries. Xinjiang's participation in the development and utilization of resources in regional cooperation in Central Asia must be included in the overall planning of national energy development. As the exploration and mining rights in Central Asian countries are generally marketized, the state should formulate preferential policies to encourage risk exploration of mineral resources, support powerful enterprises to carry out risk exploration of mineral resources in Central Asian countries, or encourage powerful large mining groups to carry out transnational mergers and acquisitions of mining enterprises in Central Asian countries.

Actively study the "big projects" supported by ADB's finance and implement the "big projects" driving strategy. We can study and put forward good projects in transportation and other infrastructure, education, energy, urban development and financial reform, and actively seek support. Strengthen the innovation of financial fund management mechanism, and guide the upgrading of industrial structure and the improvement of foreign trade quality through discount interest and equity. In addition, it is necessary to further integrate World Bank and ADB loans and special financial funds. It is necessary to establish local investment and financing companies led by the government, win the support of commercial banks through their operating results, or cooperate with commercial banks to cultivate and develop the capital market of the autonomous region, including various types of insurance and corporate bonds, so as to expand the total amount of funds supporting economic development. We should be good at adjusting the structure by revitalizing the stock and expanding the increment, which runs through the whole process of economic and social development.

See if you can combine the above information to solve your problem.

I hope it helps you.