Restaurant enterprises to retain employees, cultivate a sense of belonging to the staff, the key to the restaurant business to create an environment and give space. And correctly analyze the staff's expectations of the needs of the self and the needs and expectations of the restaurant business, is the key to be able to prescribe the right medicine. Employees have a sense of belonging to the enterprise, will produce a high degree of trust, the enterprise's cause as their lifelong career, and show strong dedication, this trust and dedication is not only conducive to improve the performance of the enterprise, but also let all the difficulties hindering the development of the enterprise eclipsed. Once there is such a small story, is that there is a solid lock hanging on the iron door, an iron bar fee nine bulls and two tigers, or can not pry it open. The key came, its skinny body into the lock hole, only a slight turn, the big lock snapped open. The iron rod asked strangely: why I spent so much effort can not open, but you easily open it? The key said: because I know his heart best. Now many restaurants also exist within the problem: restaurant staff turnover is too fast, the contradiction between the staff and the restaurant is deepening. Restaurant decision-makers are also spent a lot of effort to solve this problem, but in the process, it seems that there has always been a big lock that can not be opened across the middle, so that people have a headache. The reason for this is not to do the right remedy, not to understand his "heart". First of all, let's take a look at the reasons for the formation of large locks, to see what caused the restaurant staff internal satisfaction is low, employees do not have a sense of responsibility for the restaurant, loyalty, the restaurant so that employees do not have a sense of security, a sense of belonging. First, because now China's labor market "supply exceeds demand" special phenomenon, so that the restaurant decision makers mistakenly believe that at any time can find the required talent, which makes the restaurant does not pay enough attention to the staff, not to establish an equal relationship, as dispensable. Managers seldom communicate with their employees and are too wishful thinking that what they offer is what their employees want and do not give them the opportunity to express themselves. The result of this situation is that employees lose confidence in the restaurant and lose their enthusiasm for work. So in the conditions possible, employees will have no choice but to leave. Second, the incentive mechanism so that employees lack a sense of security, whether in the development of salaries or personnel appointment, is still by the leadership or manager of a person to say, the evaluation of the staff is too subjective, can not form a fair and just competition system, many employees will produce a sense of unrecognized talent, which to a large extent dampen the enthusiasm of the staff, which inevitably leads to low efficiency and the formation of the restaurant inside! Undesirable atmosphere. Third, the restaurant mistakenly believe that salary is the only way to solve the problem, ignoring the significance of other factors in the organization. In his theory of needs, Maslow tells us that there are five needs: physiological needs, safety needs, social interaction needs, the need for self-worth realization, status and respect needs. These five needs, although representing different stages, also exist in the same organization, so only the perfect combination of pay incentives and non-pay incentives can make the employee's needs satisfied one by one. It is only then that his potential can be more fully realized. Fourth, restaurant leaders carry a serious emotional element when evaluating their employees. They develop incentives are often biased in favor of the talented superb or their favorite people / departments, while for ordinary people or employees to the system constraints, which results in too narrow a range of incentives. The emergence of such problems will inevitably make the restaurant internal contradictions, increased internal friction, teamwork greatly reduced, and ultimately lose cohesion. From the above problems we can see that the root of the problem is a conceptual problem. Want to really solve these problems, the first thing to do is to change the concept, there is a most basic question in front of us, that is, you will see the staff as costs, resources, or wealth. If you look at it as a cost, you will do everything possible to reduce him, and strive to minimize the input; as a resource you will be better to develop, use him, so as to create the greatest value; as a wealth you will do your best to create him, and have him. Only when you change your own concept can you get back the sense of responsibility and loyalty of the employees you want. Nowadays, many human resource managers will reflect the problem that excess manpower does not mean excess talent, as the saying goes, "A thousand soldiers are easy to get, but a general is hard to find." How to get and keep their most needed talents has become the most concerned issue for HR executives. We have tried many ways to change the internal management system, improve the working environment of the staff, and establish a new performance appraisal system, but we seem to have overlooked the important role of incentives in improving the relationship between the staff and the company. There is also no serious research on how to use the right incentive system, which will inevitably lead to the phenomenon of a single, skewed incentive mechanism. Therefore it is essential to establish a guaranteed incentive system that creates a fair and level playing field. Many times, even if there has been a guaranteed incentive system, but the problem does not seem to get a good solution, then we will be more skeptical of the problem is in the staff. In fact, this is a very common phenomenon in the implementation of human resources management, ignoring the role of communication. Communication should first be expressed in the respect for the object of interaction, which is the core content of interpersonal communication. Therefore, communication is not only limited to the work of the exchange, we can let the staff through the communication of the company's restaurant culture, management system has a correct understanding, but also to understand the needs of the staff, interests, ideas of the best way. The process of communication makes us clear how to build the key, know how to build the incentive system, but also how to use it. Compensation incentives are essential for restaurants to retain talent and increase employee satisfaction, but they are not the only way to do it. How to implement pay incentives in the process of the appropriate use of non-compensation mechanisms, has now become a great concern to managers. This requires managers in the management process, for different people, different environments clever use of non-compensation incentives. Non-pay incentives have a variety of forms of performance, but can be summarized as follows: First, emotional, in the communication process, to understand the actual situation of employees, to help employees solve some of the difficulties in life, learning or work, and will gradually expand the impact of the surface, which not only gained the trust of the staff to improve the staff's internal satisfaction, but also to improve the cohesion of the staff. Second, affirmative, pay attention to the work of the staff, and in the public **** occasion on the staff's achievements or contributions to express affirmation or praise, this will not only help establish the prestige of the staff in their colleagues, but also in the organization will gradually form a competitive atmosphere. Third, authorization, fully tap the potential of employees, according to the ability of employees, the reasonable distribution of work, so that employees can participate in the company's different levels of decision-making, which not only meets the management of the staff's aspirations, but also will allow employees to find a sense of belonging. Either way should be different from person to person, and no matter how to do, the purpose is to try to be in the same organization, so that the five needs of the staff can be maximized to meet. It is said that "it is easy to start a business, it is difficult to keep a business", in the implementation of the management system is also the same, precisely because people are emotional animals, do anything there will be a certain degree of subjectivity, so it will be the implementation of the management system for us to cause a lot of difficulties. There is a barrel principle in management science, it is said that a barrel composed of many pieces of wood, to determine the size of its volume is not the longest piece, but the shortest piece of wood. Restaurant is also the same, its various departments, each employee is the composition of those planks of the barrel, and the competitiveness of the restaurant is the volume of the barrel, so in order to improve the competitiveness of the restaurant must be a balanced development of all parts of the restaurant. It is also for this reason, in order to ensure the flexible use of incentive systems at the same time, managers should try to stand in an objective position, can really do only apply, equal treatment. Only in this way can conflicts be resolved and the goal of long-term development be realized. We have repeatedly emphasized that the restaurant should be more use of communication, incentives to solve the problem of incompatibility between the staff and the restaurant, does not mean that the restaurant has to hold everything on the staff, deliberately to please the staff, but that should be reasonable use of scientific management methods, give full play to the role of communication to solve the problem of internal conflicts in the restaurant. Find the key to open the lock of the heart of the staff is the best way to solve this problem. Read more related knowledge, return to the employee loyalty management column list