Hotels serve people, providing accommodation and catering, and are the service terminals necessary for people to provide life. Therefore, people-oriented management is also one of the core of hotel management. What is people-oriented management, as the name implies, is people-oriented management. Everyone knows that "the customer is God", so the traditional management method of encouraging is the core of people-oriented management. Employees are the ultimate object of customer-oriented service. The attitude and image of employees are the first impression of customers on the hotel, so employees are also one of the objects of people-oriented management.
incentives for employees are not only physical manifestations, (for example, giving gifts and bonuses during festivals. At the same time, we should also pay attention to the spiritual form, and the combination of the two will achieve the desired effect.
commonly used methods:
first, the goal (setting a hotel performance goal), for a hotel, profitability is the most critical, traditionally, it is always at the end of the month to see the profitability. On the contrary, if we can announce this month's performance targets at the meeting at the beginning of the month and promise the corresponding rewards, then the employees will be more motivated and will actively recommend new services or new dishes of the hotel.
second, feelings (communicate with employees more, and don't let employees bring personal emotions to work) employees are people, not machines, and naturally they will be emotional. If it is not solved in time, this kind of emotion will spread to the whole hotel, which will be very bad. If a consulting room is set up, try to help solve the various life problems of employees. Work that makes employees happy.
3. Crisis (a sense of urgency can always make people develop their potential) and employees are lazy. In a comfortable environment, the attitude towards work seems to be muddling along, which will affect the image of the hotel. Therefore, moderate crises, such as layoffs, substandard benefits, and so on, allow employees to exert their greatest potential in their posts.
Fourth, set an example (with an excellent employee as an example) and award excellent employees every month, which can motivate employees to compete with each other, and competition can better improve the quality and job skills of each employee.
5. Rewards and punishments (the rewards and punishments are clear, and the employees are clear-minded). Those who make achievements in their work should be rewarded, while those who make mistakes should not be punished by informed criticism, so that employees can know what is right and what is wrong. So as not to bring huge losses to the hotel in the future work.
VI. Material comforts (some real comforts of life will make employees feel warm) One year will soon pass. At the end of the year, many hotels will hold parties, which is to make employees feel warm at home. Reasonable use of these six incentive methods to mobilize the enthusiasm of employees for service.
Only at work can we show the best side to customers and enhance the image of the hotel as a whole. Rational use of people-oriented management to achieve the goal of hotel efficiency is the most successful performance of managers.
Hotel Management | Hotel Management Core | People-oriented management of hotels
Work functions of various departments in hotels
Directory
1. Work functions of administration department
2. Work functions of finance department
3. Work functions of purchasing department
4. Work functions of catering department
5. Work functions of engineering department
6. Work functions of public relations sales department
7. Work functions of housekeeping department. Department functions
(1) The administrative department is the three bottlenecks in the functional management of hotel departments
The talent management of hotel industry
The grass-roots staff are frequently lost, and it is becoming more and more difficult to recruit qualified service personnel. As managers, do we really realize the importance of retaining qualified employees? As a senior leader of the hotel industry, have you ever thought about the bottleneck of hotel talent management from a higher angle?
As managers, do we really realize the importance of retaining qualified employees when there is frequent loss of grass-roots employees and it becomes more and more difficult to recruit qualified service personnel? As a senior leader of the hotel industry, have you ever thought about the bottleneck of hotel talent management from a higher perspective?
The bottleneck of leadership is serious
Lack of leadership and management skills is a serious problem faced by talent management in China hotel industry. The more experienced leaders and managers are in short supply, the more high-end positions there are. At the same time, Mercer's China Employee Engagement Survey in 2111 shows that two-thirds of the employees surveyed believe that leadership is essential to motivate and retain employees. However, according to a survey conducted by Maidian. com, China hotel employees are worried about the overall performance of the leadership, especially their management ability and their concern for employees' well-being.
Mercer related research shows that superior leadership is one of the primary internal factors leading to employees' turnover in China.
The average age of business leaders and managers in China is about 11 years lower than that of their counterparts in the West, and the management of hotel industry and catering industry tends to be younger. Walking into a restaurant, it is common for the management to be a college student. Therefore, many hotel managers are not mature enough. Compared with their western counterparts, the professional maturity and competence of China managers who have "accelerated" in the process of time-compressed economic development are not up to standard.
As a result of this situation, the managers themselves are overloaded, unable to take on more responsibilities or take up higher positions, and the hotel's leadership resources are in distress, thus affecting the work of keeping talents and cultivating talents for waiters. Another result is that the work pressure that managers pass on to their subordinates is increasing day by day, and because they pay more attention to performance goals and pay less attention to their career development and well-being, it will inevitably lead to brain drain over time.
Shortage of highly skilled and experienced talents
The shortage of highly skilled and experienced talents is reflected in all walks of life in China, but the hotel industry is even more severe. The rapid flow of talents, the scarcity of senior leaders and the tendency of middle-level leaders to be younger are all indirect reasons for the shortage of high-skilled talents.
Mercer's survey shows that in 2112, 73% of enterprises will increase the number of employees, and the overall growth rate of employees is expected to be 14.4%, with the highest proportion of professionals and blue-collar workers, and enterprises need more experienced professionals. The competition for talents and the rising cost of living have pushed the salary level of employees to rise continuously in the past few years, and the salary cost has increased with the rise of positions.
According to the latest data of Mercer, from 2111 to 2111, the salary cost of enterprise executives increased by 118%, and the management increased by 91%.
what follows is the mismatch between cost and productivity. There is a gap between China's labor productivity and western mature markets and some Asian markets. Nowadays, China's growth model that relies on low factor price competition is unsustainable, and the labor cost has become a trend, but the productivity is difficult to increase rapidly in a short period of time.
Poor cross-regional mobility of talents
In October 2111, Mercer surveyed 158 institutions in the United States and Canada to find out their views on human resources and employee mobility management in emerging markets. 52% of the respondents believe that China is the most challenging emerging market in human resources and employee mobility management, far higher than India and Brazil. Among them, the lack of professionals and experienced managers with relevant skills, regional differences, complicated tax and social security systems, and the high cost of international personnel are the main challenges faced by the respondents in the China market. These are the problems that foreign-funded enterprises need to face in China. For China, the world's largest market for accepting overseas personnel, these issues deserve attention.
In all these problems, Teacher Li Qibin thinks that the poor cross-regional flow of talents in China is the most serious practical problem facing China at present, not only for foreign-funded enterprises and foreign talents, but also for local enterprises and local talents.
regarding the issue of "talent management" in the hotel industry, Ms. Wu Shuyi, vice president of human resources in Greater China of InterContinental Hotels Group, and Mr. Wei Wu, president of Golden Key International Alliance, etc. will give speeches at the Best Oriental Human Resources Summit Forum on March 9th, hoping that the bottleneck of human resources in the hotel industry can be broken through discussions among the heads of major hotel groups.
International experience of humanized hotel management
In the 21th century, the global hotel industry will face a strategic change in the hotel industry brought by talents and technology. The leading factor for the sustainable development of the hotel industry in the future is the "human" factor, but most of the human resources management in the hotel industry still stays in the "thing"-centered management mode. Humanized management and people-oriented principle can make hotels strengthen their own internal cohesion and improve their competitiveness, which is bound to become a trend.
With the rapid development of the global hotel industry, many hotels in China are confronted with the following problems: shortage of human resources, low educational level, weak pertinence of training, single incentive means and imperfect social security mechanism, which all restrict the development of China's hotel industry, and most of these problems are caused by the traditional "event-centered" management model. At this time, humanized management, which takes "human" as the core resource of the enterprise and takes the development of human potential as the most important management task, is becoming more and more important. Foreign hotels applied humanized management to the human resource management of hotels earlier, and also produced many tried and tested experiences. This paper focuses on these international experiences that can be used for our hotel industry to think and learn.
1. Put the concept of "employees first" into practice
1. Respect employees and be kind to employees
Respecting employees is the basis of implementing people-oriented management, and employees are not simple labor costs, but human resources with sustainable development and human capital that can continuously generate returns. The embodiment of respecting employees is to communicate with employees more, listen to their opinions and pay attention to their ideas. Managers should openly express their concern and support for employees, so that employees can understand that they are vital to the success of their departments and the whole enterprise. These practices are sending an important message to employees: they are very important and the hotel attaches great importance to them.
The motto of Ritz Hotels Group: Weare Reladie and Gentleman Whoservethedie and Gentleman, which deeply permeates every management of the company. Marriott's management style is based on the creed of "employees first, customers second". Employees are respected, and they will be more confident, interested and satisfied with their work.
we should vigorously advocate the concept of "humanized management, employees first", and make the idea that "only happy employees will have happy guests" penetrate into the hearts of every hotel manager. As some scholars have said, "those ordinary employees who look unremarkable dominate the fate of the enterprise and grasp the rise and fall of the enterprise."
2. Advocating emotional management
Emotional management and institutionalized management are not incompatible, and the combination of them embodies the management of combining rigidity with softness. With the improvement of employees' comprehensive quality, we should gradually weaken the system management and strengthen the emotional management. Emphasize that management should pay attention to "human touch", and the supervisor should be concerned about the love of his subordinates.
Emotional management is not only manifested in the work of employees, but also managers should pay more attention to employees in life, provide them with various conveniences and relieve their worries. For example, first of all, managers should attach great importance to the construction of staff dormitories and staff restaurants, provide various venues for cultural and sports activities for employees, enrich their amateur spiritual life, and truly create a "home away from home" for employees. Secondly, managers should also be emotionally involved in employees. Send greeting cards, gifts and other blessings on holidays and employee birthdays; Provide childcare and family care services for employees with family worries. If employees have any difficulties at home, they should try their best to provide support and help. In addition, the hotel can also consider the special needs of some employees and provide employees with flexible working hours, work sharing and other ways to facilitate employees.
In addition, to advocate emotional management, we should also strengthen communication, exchange and dialogue with employees, and be honest with each other.
employees who lack the opportunity to express their thoughts often feel abandoned and lonely, which makes it difficult to establish an intimate relationship with hotels. When these employees who are in direct contact with customers know that their opinions are valued by the hotel as much as customers, they will greatly improve their enthusiasm for work. Western hotels pay special attention to the enjoyment of information, which is mainly manifested in: letting employees know about hotel business performance, financial goals, long-term goals, new technology information, business philosophy, etc.; Let employees use customer information as the basis of personalized service; Ensure the smooth and timely uploading and distribution of hotel information and horizontal flow, and strengthen internal communication.
among many reasons for the success of the world-famous hotel management group, creating a home feeling and environment for employees is one of them. Marriott's management philosophy is "take care of your employees, and your employees will take care of your guests, and your guests will keep turning back." What Marriott managers have to do is to take good care of their employees. Make employees happy. Marriott cares about employees' immediate salary and welfare, humanistic care, perfect training, personal development opportunities, fair treatment and open communication, all of which are aimed at making employees happy.
international experience | humanized management
3. Authorization
Authorization to subordinates is the trust and encouragement to the managed. If employees only obey the orders of their superiors and have no decision-making power, one customer's needs can't get the fastest response, and the other employees have the psychology of waiting and watching. Giving employees some free space through authorization can enhance their sense of responsibility, give full play to their inherent potential and creativity, improve work efficiency and help cultivate and bring up talents. In the face of superior authorization, employees usually face up to the rights granted by superiors without abusing them. Authorization is also a sign that managers have self-confidence.
The Ritz-Carlton Hotel, which won the highest quality award of American enterprises, delegated the decision-making power of the original foreman to the front-line staff, so that the staff could respond quickly to the customers' problems according to the situation at that time. The main job of the managers is to supervise, help and praise the staff. There is a rule that no matter what method he takes, as long as he can solve the customer's dissatisfaction with the hotel on the spot, he can use the amount below $2,111 to deal with it without asking. This management method enables employees to experience the excitement of challenges, the excitement of competition and the joy of success brought about by work, which has a good incentive effect.
There are big and small authorizations, and there are also differences in the rights of employing people, spending money and directors. They all have different characteristics, but all kinds of authorization behaviors must abide by some common principles. These authorization criteria include: choose people according to their circumstances and authorize them according to their abilities; Use people without doubt, let go; Step by step authorization, avoid overstepping authorization; Authorization must be moderate; Effective guidance and supervision must be given to the authorized person; We should bear the leadership responsibility for the mistakes made by our subordinates.
4. Help employees strive for progress and realize their ambitions
According to Maslow's hierarchy of needs theory,