Interpreting the Principles of Hotel Culture

We know that there are no satisfied customers without satisfied employees. Where do satisfied employees come from? Hotel culture is an important channel for shaping satisfied employees. In general textbooks, the expression of "hotel culture" is similar, usually consisting of three layers. The first layer is the surface layer, which is the material culture and service culture of the hotel. Material culture includes all tangible objects that customers can feel, such as hotel architectural style, facilities, supplies and services. Service culture refers to the customers' feelings about the services they are directly exposed to in the process of hotel consumption. The second circle is management culture, which is mainly embodied in four aspects: management thought, management system, management organization and management method. The third circle is spiritual culture, that is, hotel values, enterprise spirit, service concept, code of conduct and so on. These three circles form a systematic project of hotel culture step by step.

In the traditional concept, the content of hotel cultural system engineering is mostly "material" rather than "humanistic", which is mostly formulated by hotel management authorities according to the rules of the industry and the needs of enterprise management, and requires subordinates to enforce it. How much do these "materialized" cultural projects inspire employees? We seem to feel that the builders are somewhat biased in building hotel corporate culture projects. Because culture is different from the vulgarity of other materials, it looks elegant. When the concept of "hotel culture" was introduced from the west, many people are now willing to put too many things unrelated to cultural connotation into the "basket" of culture, which has become more and more bloated. However, the core concept of "people" involved in culture has been forgotten and excluded too much. Culture is attached to people, and the relationship between culture and people is like the relationship between fur and fish. "If the skin doesn't exist, how can the hair be attached?" Water doesn't exist, but fish and shrimp are? "How to increase employees' limited working hours in the hotel and enhance their own value, and increase their resources for making a living in the future? This is an important issue worthy of our in-depth thinking, otherwise, the corporate culture of the hotel will be a "castle in the air" and a "facade" of the enterprise, not a "core". Just like in many places today, when it comes to building cultural projects, large museums, exhibition halls and cultural squares are often built, completely ignoring people's own cultural demands and stripping cultural connotations. Therefore, it should be the main plan of hotel managers to avoid what employees think is flashy and do more things that they personally feel are more related to their immediate interests.

Then, how to fully understand and implement the "hotel culture", an "exotic" imported from the West?

1973, American sociologist daniel bell pointed out in his book The Coming of Post-industrial Society that in post-industrial society, society can be divided into three parts: political power, social structure (economy) and culture, and each part has different central axis principles. The central axis principle of social structure is economy, which is a way to allocate resources according to the principle of lowest cost, best effect and highest value. The central axis principle of modern government is to participate in management, sometimes through mobilization or control, and sometimes from bottom to top; The central axis principle of culture is to realize self and strengthen self-desire. More than 30 years have passed, and the era has really entered the post-industrial society-the information society. The central axis principle predicted by Daniel really plays a leading role in many aspects. We should face up to and accurately grasp the core of culture, that is, the central axis principle, which plays a leading role in culture, both for society and hotels. Hotels, like a small society, have three levels: system, enterprise structure (economy) and culture. In the hotel culture system engineering, no matter which circle, no matter how big or small the system engineering is, the central axis principle that can play a leading role should still be what daniel bell said: "the desire to realize and strengthen oneself." The desire of "self-realization and self-strengthening" refers to people, and for hotels, it is employees at all levels. When building hotel culture, we must help employees "realize themselves" around a core and put their own interests at the center, so that they can feel that the core of corporate culture built by hotel management authorities is how to build a "self-realization platform" for them and realize their limited ideals and aspirations.

We can take a series of measures to make them really enrich their resources in their work experience. For example:

1. Develop a sustainable vocational skills training system. Establish a three-level training system from hotels, departments to teams and groups, and formulate a training system with incentive mechanism to enable employees to master certain professional skills.

2. Encourage and support employees to participate in professional and technical examinations and competitions in related industries outside the hotel, so that they can obtain professional qualification certificates for professional examinations in the industry, such as primary, intermediate and advanced service provider qualifications or competition rankings, and improve their self-confidence and self-worth recognition. The fierce competition in the information age has not only created an unprecedented increase in social productivity, but also created opportunities for employees to "job-hop". The working life cycle of enterprise employees is shortening, and most hotel employees, especially those with college education or below, make a living by skills in society. There are many kinds of jobs in hotels. It is feasible to formulate an appropriate training system for each type of work, so that employees can master a major in a few years, such as cashier, engineering electrician, chef and sanitation cleaner (including cleaning skills and professional knowledge), and it is also a platform design for their "self-realization".

3. Implement quality control rotation training for employees above the hotel supervisor, which can be long or short, depending on the actual situation, so that they can have a comprehensive contact and understanding of the operation of the hotel during the rotation training and increase their familiarity and understanding of the work of other business departments and logistics departments. After the rotation training, they will write a "rotation training" report, put forward critical opinions and suggestions on hotel management and service according to their own observation and understanding, and improve their theoretical induction and writing ability.

4. The rotation of different posts and jobs in the hotel, especially for managers, can stimulate their new work enthusiasm, increase their new work curiosity, master the skills and professional knowledge of other jobs, and improve their overall execution.

5. Formulate incentive policies for employees at the grass-roots level. Some employees do have limited abilities, and the differences and potentials between people are innate. Although the efforts made the day after tomorrow can make up for their shortcomings, we should admit that this supplement is limited. How to make these employees feel at ease in some of the most basic positions in the hotel for more than ten or twenty years? Hong Kong Peninsula Hotel specially designed a doorman for the 80th anniversary celebration, and invited a 78-year-old doorman to let the third generation children of the old doorman wear doorman uniforms to attend the celebration as a highlight of the celebration. This is a great honor and encouragement for front-line and bottom-level employees like doormen. How to formulate the incentive policy for the most grass-roots employees is a problem that hotel managers must pay attention to.

6. Change the concept of "talent". Hotels should not only look up, but also look for senior professionals, including directors and managers, and pay attention to the mentality and humanistic care of grassroots employees, who are the basis of hotel customer service and hotel operation. How to make them feel the general manager's concern for them, let them feel their presence in the hotel and have a certain sense of satisfaction is actually a level of employee self-realization. After all, their ability determines their division of labor and types of work, which is the mainstay of hotel operation. Therefore, in order to change the talent view of hotel managers, the general manager and management should make these employees feel their existence through "inspection", "supervision", "praise" and "attention", and take some measures different from "high-level talents", such as selecting "excellent doorman" and "excellent receptionist" every quarter and every year. Limit some candidates for hotel evaluation activities to the following positions, so that the lowest-level employees can feel that the core of hotel culture is to build a platform for them to "realize themselves".