Research on the current situation of hotel employee turnover

1. Current situation of employee turnover in the hotel industry Employee turnover has always been a problem that plagues business managers. With the advent of the era of knowledge economy and the accelerated pace of people's lives, employee turnover is becoming more and more frequent. The turnover rate refers to the ratio of the sum of transfers in and out of employees to the average number of employees within a certain period. In other industries, the normal staff turnover rate should generally be around 5%-10%. As a labor-intensive enterprise, the turnover rate of hotels should not exceed 15%. However, according to a survey of the human resources of 33 2-5 star hotels in 23 domestic cities by the China Tourism Association Human Resources Development and Training Center, the employee turnover rate in the hotel industry has been as high as 23.95% in the past five years. With the increasing competition in the hotel industry Intense, employee turnover rates have remained high. What needs to be pointed out in particular is that the loss of some highly educated and high-level management talents that hotels need or recruit is even more serious. They often choose to change jobs after participating in hotel training and mastering certain technical skills and service awareness. For example, 10 hotels in Hangzhou recruited 168 college students in 2000, but by the beginning of 2003, 111 had been lost, a turnover rate of 66.1%. Among them, 81 college students had been lost within one year after entering the hotel, accounting for 73% of the lost students. In individual hotels, almost all newly recruited college students for three consecutive years were lost within the first year. 2. Characteristics of employee turnover in the hotel industry (1) High turnover rate. According to the statistics of the human resources management and development of 33 2-5 star hotels in 23 domestic cities in July 1999 by the Human Resources Development and Training Center of the China Tourism Association (the data used below are also the results of this survey), 94, 95, The employee turnover rates in the hotel industry in 1996, 1997, and 1998 were 25.64%, 23.92%, 24.2%, 22.56%, and 23.41% respectively, and the five-year average turnover rate was 23.95%. (2) The higher the hotel star rating, the greater the turnover rate. The employee turnover rate of four- and five-star hotels is 25.74%, and that of two- and three-star hotels is 20.15%. The employee turnover rate of joint venture hotels (26.72%) is higher than that of state-owned hotels (21.18%). (3) Brain drain is rapid. Talents with good foreign language skills, high academic qualifications, strong abilities, young age, and those in management positions and professional and technical positions have frequent flows. 3. Analysis of the reasons for employee turnover in the hotel industry (1) The particularity of hotel personnel’s occupations makes it difficult to find hotel talents. First, because hotels are a service industry, under the influence of traditional Chinese concepts, the whole society’s understanding of hotel personnel’s occupations is unclear. Prejudice, working in the hotel industry is often considered to be a job of "serving people" and "eating for the youth". You are inferior to others, looked down upon by others, and you lack a sense of honor in being a hotelier. In the context where urban residents are generally single children, the impact of this occupational bias is increasing day by day. Many young people are not optimistic about the hotel industry, especially college students. Even if they enter the hotel industry, many people are "in Caoying, "Heart is in Han" and cannot concentrate on hotel business. When the time comes, these hotel talents will resign without hesitation and join other companies or enterprises. Second, the professional characteristics of the hotel determine that the work intensity is higher. The work is not routine and very hard. Front-line employees have to work three shifts. Even the managers have no normal rest time. Everything must be customer-centered. . Many high-quality hotel talents are overwhelmed and eventually leave the hotel industry. Third, the current employment situation in society is wider. High-quality hotel talents with many skills can fully develop their talents in other fields. Fewer and fewer people are willing to stay in the hotel industry, and they will choose some working hours. Employment in companies with relatively regular schedules and relatively moderate labor intensity has also prompted the outflow of a large number of high-quality hotel talents. (2) The salary system is not reasonable. The first factor that restricts the growth of high-quality hotel talents is that the current salary in the hotel industry is relatively low. The author once made a comparative analysis of salary changes in hotels, banks, hospitals, schools and other industries: In the mid-1980s, the monthly salary of a hotel executive was about 1,500-2,000 yuan, but now, the inflation rate is four to five times what it used to be. times, and the current salary level of a hotel supervisor is still stuck at 1,500-2,000 yuan, while the salary levels of several other industries were lower than the hotel industry in the mid-1980s, but they increased with the increase in the inflation rate. At present, the income level has exceeded that of hotels, but the salary level of the hotel industry has basically stagnated, which will inevitably affect the attraction of high-quality talents in the hotel industry. The relatively low salary level is the direct reason for the large number of high-quality hotel talents to be lost outside the industry. Secondly, the quantitative employment system restricts the generation and training of high-quality hotel talents. At present, most domestic hotels only consider quantity in order to ensure service quality in the customer service process, and win with quantity. This employment allocation model has made hotel talent levels go from bad to worse. The general situation is that most people receive low wages. Hotels focus on quantity rather than quality in human development, resulting in an expansion of total labor costs and salary levels always hovering around 20 years ago. level, ultimately resulting in brain drain. Thirdly, the unreasonable salary system and distribution structure have caused the slow professionalization process of hotel employees. The salary level of personnel is always connected with the position. This inflexibility of the salary system causes high-quality hotel talents to be promoted before they can get a salary increase; hotels The service does not consider factors such as skill proficiency or quality improvement, which also reduces employees' enthusiasm for work and fails to cultivate more outstanding talents.

(3) "People-oriented" is just a slogan and does not truly meet the needs of hotel talents. First, the hotel does not provide a smooth development channel for high-quality talents. This is related to the development status of China's hotel industry. Many domestic hotels are independent hotels, with narrow promotion space and few development opportunities. As a result, many well-qualified employees stay in the same position for many years, and their stay is too long. Let them feel that their career in the hotel has reached its peak and seek another job for better development. Second, there is no systematic training model to develop the hotel’s existing talents. At present, the training model of hotel talents is relatively simple. Most domestic-funded hotels improve service quality by increasing the number of hotel employees. However, the training of personnel quality is insufficient, and there is a phenomenon of "only using, not cultivating", which makes the hotel It is difficult to cultivate a large number of professional talents, and high-quality talents are out of stock. When a group of core talents and key talents are lost at the same time, the hotel will be caught off guard, and even a vicious cycle will occur, which will reverse the situation. In the process of improvement, it is to rush ducks to the shelves. Instead of adapting to a certain position through training, the personnel who fill the position cannot adapt to the position in time. Third, there are misunderstandings in human resource development. On the one hand, our hotel believes that the quality of its employees is low and the talents are in other hotels. Therefore, it spends a lot of money to encourage managers and employees of other hotels to "join", while neglecting the development and training of its own existing talents; on the other hand, On the other hand, employees believe that the hotel does not respect their work and does not value their talents. They have also "jumped" away due to the temptation of the interests of other hotels. 02 Impact of employee turnover in the hotel industry Normal employee turnover can ensure the continuous renewal of corporate talents, but the current high turnover rate of employees in the hotel industry in my country has obviously brought adverse effects to the overall development of the hotel industry in our country. 1. The loss of employees will increase hotel operating costs. Hotel recruitment and training of talents require investment in human capital. These investments will flow out of the hotel with the loss of employees and flow into other hotels or other industries. In order to maintain normal business activities, hotels need to re-recruit suitable talents to fill vacant positions after the original employees are lost, and thus need to pay a certain replacement cost. 2. Employee turnover will cause the hotel to lose customers. Hotel employees, especially employees in the sales department, have a lot of regular customers after receiving training from the hotel and working for a period of time. Once these employees are lost, they will lose customers. This means that the hotel's customer base will also disappear, which will inevitably bring great competitive threats to the hotel's operations. 3. Employee turnover will lead to a decline in hotel service quality. Hotel employees, especially hotel-trained professionals, have skilled service skills and a conscious sense of serving guests, which are slowly formed through accumulated work over time. If they leave the hotel and the new employees cannot meet the level of the old employees and the hotel's service quality requirements, it will inevitably lead to a decline in the overall service quality. 4. Employee turnover will greatly affect the morale of hotel employees. The loss of some employees, especially trained veteran employees, will have an adverse impact on the mood and work attitude of other employees on the job, and may lead to a wider range of employee turnover. Their work enthusiasm will be seriously affected. 03 Effective control of employee loss in the hotel industry The hotel industry is one of the earliest industries in my country to open to the outside world. Foreign-funded hotels have a lot to learn from in terms of the rational use of human resources. 1. Form a flat hotel management organization as soon as possible. The flattening of hotel organizations is an inevitable trend in industry development. The fundamental of flattening is to establish an efficient organizational structure based on the hotel's own characteristics. While using high-quality management personnel in appropriate positions, it can reduce the levels of the organizational structure and reduce unnecessary staffing. Based on the flat structure characteristics and effective service processes, the hotel's best business processes and service standards are designed to achieve the best service results with the least number of personnel. 2. Establish an internal incentive mechanism for quality human resources. First, a "knowledge manager" or "intellectual capital manager" should be established in the hotel management to quickly collect, process and save a large number of instructions, and strengthen the management and training of hotel talents; Secondly, implement human resources development plans, including "continuing education" and "lifelong education", talent promotion and appointment systems, etc., and design development channels for employees and establish a training system for quality human resources in the hotel; thirdly, improve Distribution and reward system, and implement policies and compensation systems that favor the development of quality human resources. 3. Implement "humanized" management, improve the assessment and promotion mechanism, stabilize the mentality of hotel employees, and increase employees' loyalty to the hotel. Foreign hotel management experts have proposed changing the hotel's traditional CS (Customer Satisfaction) strategy to ES (Employee Satisfaction) strategy, that is, only satisfied employees can have satisfied guests. Hotels should advocate the humanistic idea of ??"employees first" in their operations and management. What employees pursue is not just an ideal job, but a promising career. Therefore, we must make the hotel brand bigger and stronger, focus on the construction of corporate culture, and build a learning hotel. Improve employees' team spirit and maintain long-term and effective incentives through job rotation and other means.

4. Inspire employees to formulate career plans. Hotels should pay attention to employees' career plans based on their actual situation, so that employees can see their future development goals, connect personal goals with hotel goals, and let employees have confidence and hope in the hotel's prospects. , and provide a broad space for outstanding talents with lofty ambitions to display their talents and achieve self-transcendence, so that while employees promote their own development, the hotel will also continue to develop. 5. Recruit suitable employees. Hotels must be careful and strict when recruiting employees. They must choose carefully to absorb people who really want to contribute to the development of the hotel. They must not reject those who want to use the hotel as a springboard and are always ready to change jobs. hiring, effectively preventing the negative impact of employee turnover on the hotel. 6. Qualified positions can implement scale-customized plans. Hotel work has its own characteristics. Currently, hotels in my country generally implement a three-shift system. Even managers do not have normal rest time. Everything must be customer-centered. This work system creates a lot of work pressure for employees.

Therefore, hotels can carefully study the characteristics of each position, take necessary reform measures, and let employees choose their own working hours, working methods, and even the people you want to work with