Talk about the development trend of human resources management based on the development of tourism industry

Tourism enterprises need to develop human resources as a whole. The main body of enterprise human resources development is the entire enterprise, which will involve the entire enterprise's business system. Therefore, enterprise human resources development is actually a kind of overall human resources development, which is almost All departments and all personnel of the enterprise have such functions and responsibilities, and every work link contains the content of human resource development. Because of this, many tourism companies have proposed that "managers are trainers", "the general manager is the general trainer, and department managers are the department trainers", and "training employees is an important indicator for evaluating each manager." and other concepts, forming a good atmosphere of overall development within the enterprise. Starting point: Allocation and development Human resources are the first element of an enterprise. The limited nature of resources determines that in the development process, human resources must first be optimized and allocated, so as to maximize the benefits of individual employees and groups. The human resources allocation of tourism enterprises, specifically, includes three aspects: position appointment, staff appointment, and personnel appointment. Position configuration. Positions are units of division of labor, and the organic combination of various positions constitutes an effective organization. Therefore, position allocation is the basis for human resource allocation. The position setting of an enterprise cannot be static, but must be continuously adjusted according to changes in the enterprise's operating environment and business methods. For example, some hotels have set up new positions such as customer relationship managers and computer technology instructors to meet customer requirements. The key to setting up positions scientifically and rationally is to start from job analysis, formulate clear job specifications, and stipulate the responsibilities, qualifications and conditions of each position. Only in this way can employee recruitment, assessment, training, promotion, etc. be based on evidence. However, tourism enterprises currently lack initiative and creativity in this work, and some have not even included this work in the scope of human resources development. Due to the lack of necessary job analysis and job design, some tourism companies still have the phenomenon of setting up tasks and positions according to people. In particular, there are many companies that, once the job positions are decided, no matter how much adjustments are made to the company's business strategy and direction, they fail to change it in a timely manner, thus affecting and restricting the overall operation and development of the company. Organization configuration. The organizational configuration of human resources must fully take into account the personal interests of the enterprise and employees, and seek a reasonable combination of employees and positions, employees and working environment, employees and working conditions, and employees and working hours, thereby reducing labor costs. For example, employees with different abilities and personalities should be assigned to different positions. Similarly, various employment forms, flexible work arrangements, compact work arrangements, etc. can also be adopted in time allocation. Of course, the labor tools and labor materials used in a certain position must also be suitable for the employee's personal situation. For example, for people who are allergic to chemical components in washing products, the hotel will undoubtedly not be able to arrange washing work for them. In addition, during the organizational configuration process, attention should also be paid to rationally arranging the number of employees according to the work conditions of each department. Employees in some departments should not be too busy within an enterprise, while others have nothing to do. Uneven busy time is very taboo for organizations to allocate human resources, because it will not only undermine fairness and justice in the organization, but also undermine employees' work enthusiasm. Staffing. Staff configuration includes individual configuration and group configuration. The individual configuration requirements are based on the actual situation of the company and the job requirements to ensure the quality of the employees. The method of requiring all applicants to take a test can be adopted, and comprehensive use of written examinations, interviews, quality assessment and other methods to focus on examining the comprehensive quality and development potential of employees. Group configuration must follow the principle of heterogeneity, that is, there must be qualitative differences in personality, temperament, knowledge, intelligence, age, etc. between the corporate leadership team and individual employees in each department, so that the employee group can form a reasonable knowledge structure , academic structure, professional title structure, age structure, gender structure, etc., and give full play to the complementary and enhanced functions of all types of personnel at work. But now many tourism companies tend to emphasize homogeneity and pay less attention to heterogeneity when allocating employees. For example, when recruiting employees, some hotels will ask for conditions such as studying hospitality and having work experience in hotels of the same level. Since their experience and knowledge structure are similar, and they even graduated from the same school and worked in the same hotel for many years, there is very little exchange of ideas and collision of ideas between employees. In fact, this is detrimental to innovation and improvement work. Therefore, some large foreign companies will consciously recruit graduates from various majors when recruiting employees. For example, General Motors in the United States recruits some doctoral students in philosophy every year, and Hyatt Hotel Group recruits college students majoring in sociology. Through different The collision of ideas among professional talents can promote innovation in enterprise management and enhance the ability of enterprises to develop sustainably. Difficulty: Use and development Use is also a kind of development. Reasonable use of human resources is the fundamental guarantee for the continuous development of tourism enterprises. Facing the new situation of enterprise system reform and knowledge-based economy development, and with the current relative shortage of tourism talents, tourism enterprises must not only have new requirements but also new ways of using human resources. Use the new requirements developed. The first is to establish a new concept of talent utilization. Under the conditions of knowledge economy, "knowledge-driven" is more important than "money-driven". What employees pursue is not only an ideal job with high salary, but also a career or career with promising development.

Therefore, tourism companies must change the old concept that employees can be satisfied as long as they pay high salaries, and instead focus on the career development of employees, so that employees' own value can be continuously improved as the company develops, so that the company's "people" "In" and "talent" truly become "talent" and "human resources". The second is to take new measures during use. Once employees are hired and trained, they should be trustworthy, know them well, and assign them challenging tasks. This will allow employees to truly feel the value of their work and make the best use of their talents. , to maximize the benefits of employees' use of development. The third is to adhere to "people-oriented". Caring for employees as an "economic man", meeting their basic prerequisites materially, and striving to make employees' contributions match their income; treating employees as a "social man" essentially means changing from the past "let people adapt to things" Shift to a "people-centered" use and management approach; use "cultural people" to train employees, strengthen training, and allow employees to continuously receive education and training in new knowledge and new skills. A new breakthrough in usage. First, we should not follow the old tradition, encourage fair competition, overcome the mentality of seeking perfection and blame, use the strengths of employees, dare to break through various professional boundaries, age boundaries and seniority boundaries, and promote more young employees with creativity and pioneering spirit. The second is to establish a mechanism for the internal mobility of employees in the company, regularly rotate positions and departments to employees, and encourage employees to become talents in their positions. This will also help employees comprehensively consider the overall interests of the company during their work, break down departmental and job barriers, and improve the overall efficiency of the company. . The third is to advocate the socialization of employment channels and integrate all kinds of human resources in society for the use of tourism enterprises. We do not seek to own everything, but seek to use them, so as to improve the comprehensive benefits of enterprise employment. Focus: Training and Development According to a survey, 70% of the world's 100 largest companies believe that the biggest obstacle to sustained corporate growth is the lack of well-trained employees. There is also data showing that 60% of problems in hotels are caused by lack of training of staff. Training is the core content of enterprise human resource development. Any tourism company must conduct various trainings for its employees when it encounters poor employee performance, an increase in service complaints, a decline in service quality, a sudden increase in operating costs, equipment updates, etc. In order for training to truly achieve the purpose of improving the business activities of the enterprise, improving the overall quality of employees, and promoting the long-term development of the enterprise, enterprise training must not only be combined with the management and use of employees, but also be reformed and innovated in terms of content, form, etc., in order to Improve practicality and pertinence. Content innovation. Affected by traditional ways of thinking, the current training content of tourism companies is still limited to job operation skills, professional knowledge and corporate culture. Innovation in training content requires tourism companies to break through the original "one-dimensional training" approach and develop in the direction of "multi-dimensional training" to incorporate life skills, innovative thinking, potential development, team spirit, stress management, professional ethics, etc. into the content of corporate employee training , so that employees can truly learn how to study, how to work, and how to live during the training, thereby upgrading the connotation of corporate training. In particular, the cultivation of employee creativity must be taken as an important training content. At the same time, training should also pay attention to the emerging skills that future tourism enterprise development requires employees to possess, such as information processing abilities, interpersonal communication skills, problem-solving abilities, innovation abilities, computer skills, etc. Method innovation. Training methods should change from single to diversified, that is, different training methods should be adopted according to different training objectives and different training objects, and indoctrination should be transformed into interaction, sharing, experience and participation, and communication between trainers and trainees should be enhanced; training forms It is necessary to shift from tradition to science and adopt various methods such as pre-job training, job transfer training, cross training, promotion training, etc.; enterprises must shift from scattered training to systematic training, integrate various resources, and establish a complete training system. Organizational innovation. Training should be committed to establishing a learning organization and learning enterprise, and promote the enterprise to achieve three transformations, namely the transformation from "I want to learn" to "I want to learn", the transformation from "individual learning" to "group learning", and the transformation from "one-time learning" to "group learning". The transformation from “learning” to “lifelong learning”. In this way, our tourism enterprises can accumulate professional capabilities and achieve sustainable development in an atmosphere of mutual guidance and encouragement. Hotspot: Incentive Development The effectiveness and level of employees' work depends on their work ability and attitude. Work ability can be improved through training, but work attitude can only be changed through motivation. Therefore, motivation is one of the important goals of human resource development. But what confuses many tourism companies now is that they have spent a lot of money and established and implemented a series of employee incentive systems, but with little success, employees still lack enthusiasm and enthusiasm for work. The main reason is that the incentive content and incentive methods are relatively single. Psychological research shows that the most important motivating factors for employees are: ① sense of accomplishment (mentioned by 43%), ② being appreciated and praised (33%), ③ the work itself (26%), ④ having certain responsibilities (23%), ⑤ Opportunities for promotion (21%), ⑥ Salary (15%). Further analysis shows that even when salary is sometimes regarded as an important factor of satisfaction, it is often always linked to other factors. Therefore, incentives must not only strive to be timely, fair, just and open, but can only have better results if they are generated from the hearts of employees, meet their internal needs, and focus on positive reinforcement. Incentives for tourism companies can take many forms depending on the needs of employees. Work motivation.

The purpose of work motivation is to hope that employees can find fun in the work itself and regard work as an intrinsic need of themselves. Therefore, when allocating work to employees, companies should pay attention to diversity (such as job rotation), certainty (employees have the opportunity to see their results), completeness (don’t let employees only take on half of the work), and importance (making employees clear about their work). Not only to make money, but also to assume certain responsibilities), while giving employees sufficient autonomy in their work and providing timely feedback on their work. Goal motivation. Without goals, there is no management. Management is the process of approaching goals step by step. A goal is a direction for efforts. Clear and appropriate goals can greatly motivate employees. Therefore, enterprises must constantly set goals for employees that are visible and achievable in a short period of time, and actively guide employees' personal goals to align with the company's goals, so that the personal interests of employees are consistent with the collective interests of the company. In addition, goal setting should have a deadline, and employees should be given constant feedback to indicate the extent to which the goals are achieved or how close they are to the goals. But it is worth noting that goals that are too high and too far will not have much motivating effect on employees. Environmental incentives. A good environment is a good motivating factor for employees. Specifically, the environment includes institutional environment, work environment, interpersonal environment and psychological environment. Therefore, the various rules and regulations formulated by the enterprise should be conducive to healthy competition between individual employees and departments, and bring a certain amount of pressure and motivation to their work; the managers of the enterprise and the staff of the human resources department should always care about the work of employees , study, and life, help employees solve problems, and create a good work, interpersonal and psychological atmosphere within the company, so that employees can work in a relaxed, harmonious, and upward environment. Participate in incentives. Every employee wants to participate in management, and employees of tourism companies are no exception. They always want to have a say in participating in corporate management. Therefore, tourism enterprise managers and human resources department staff should be good at giving employees opportunities to participate in management, decision-making and expressing opinions, enhance employees' awareness of participation, and encourage employees to make suggestions for the operation and development of the enterprise. Honor inspires. Everyone has a sense of honor, and giving certain honors will have a certain motivating effect on employees. Therefore, companies must try to make employees feel and realize the nobility of honor, and set certain honors to motivate employees. When employees receive some kind of honor for outstanding achievements, they should be respected by the owners of the company, including the general manager. In a sense, dignity can produce productivity, which is also the connotation of honor incentives.