Bundle employees with commission
Previously, the restaurant staff turnover rate is very high, I am very distressed by this matter. Excellent staff can not be retained, the quality of service and food quality is difficult to ensure. I tried to use the commission approach, the effect is more ideal. I am so implemented: each year according to the growth rate of turnover to take out a certain percentage of the commission allocated to the staff, such as last year out of 140,000 yuan to reward. In the distribution, the front office supervisor and the head chef accounted for a higher proportion. Front office supervisor and head chef and then according to the performance of the subordinate staff to the department's staff share, of course, this is certainly under the supervision of the boss. After the implementation of this approach, the effect is very obvious, the front office supervisor and the head chef's sense of responsibility has been strengthened, the staff mobility has also been reduced.
In addition, I have tried to use training opportunities to attract good employees, but the effect is not obvious. Once, I sent a good old employee to Beijing to study for a period of time, the training costs all by the hotel, I expected her to come back to more loyal to the enterprise, for the enterprise better service. I did not expect her to come back to start raising conditions, either low treatment, or smack the store is not big enough. Did not learn much, but learned a lot of "problems". So, the way to go out for training is open to question.
Never plug the red bag
Some catering bosses are used to sneak to the excellent staff to plug a red bag, thought this can motivate the staff, I want to tell you is that this method is not desirable. Because this method is to deliberately create "not open, not fair", easy to make employees have suspicions, which is a taboo on the enterprise is the management of employees.
Enterprises no matter how big or small, no matter how many people, should establish an open, transparent and recognized pay system. The role of the salary system is not only to let employees understand their own work performance, but also let them see the hope of the future. Some companies do not publicize their salaries, but in fact, it is only "cover up", employees can still learn through many channels to other people's salaries. Instead of obtaining through "abnormal" means, it is better to tell them directly and clearly. In addition, the incentive system must be told, do not think to give employees a "surprise" will be more effective. Before you do something, you must put the "pie" in front of him and tell him how to get it through hard work.
To provide "golden steps", that is, for employees to design their personal characteristics of the career development plan, so that employees can see the direction of personal development in the organization and the future. New employees to the hotel, department heads or human resources management department should be and employees should conduct an interview about career design. Inform employees of the hotel's promotion system and routes, to understand the orientation of employees on their own career development direction. At the same time, combined with the hotel's requirements for employees and employees' strengths and abilities, design his career development path and record. Through the career design interview, the employees have a clear understanding of their future efforts, in the continuous pursuit of career development, the realization of self-worth in the process of contributing to the hotel, enhance the loyalty of the hotel, reduce the departure rate.
Enterprises also need to understand the ability and potential of the staff through regular or irregular assessment, and arrange the staff to the place where he can give full play to his greatest value, so that he has the opportunity to fully demonstrate his talent. This is also the process of rational allocation of human resources.
Material incentives are always a matter of great concern to employees, give appropriate material incentives can often play a good role in mobilizing staff motivation and stimulate the enthusiasm of employees. At present, many hotels have implemented the excellent staff salary system, that is, after layers of assessment, selection, and ultimately won the "excellent staff" title of the waiter, in the wage incentive upward. After the upward adjustment, some employees' wages can even exceed the wages of the foreman and supervisor. However, this reward is not a lifelong system, in the next year's selection, if not selected, the incentive wage will be canceled. The implementation of this measure can greatly mobilize the enthusiasm of the staff and enthusiasm for work, so that employees fully feel the importance of the hotel and their own value of their embodiment, can be said to be a win-win situation.
A distinctive catering business requires a considerable number of 1-3 years old staff to maintain the operating characteristics. To retain employees, you need to give employees think head, run head, rely on the head, so that they feel at ease following you, feel safe, and can work hard to achieve their goals.
There is a "two-eight principle" in staff training, that is, 80% of the training costs for 20% of the outstanding staff, to 20% of the outstanding staff to focus on training.
With the assessment method to retain employees
There was a time when my staff turnover rate is very high, and some dry a period of time and even do not want to pay wages to go, ask them why they go, said "something at home". Watching a lot of staff loss, I was very anxious. So, I began to find employees to talk to understand their psychology, and even find employees who have left, ask them why they left. I realized that their opinions were almost surprisingly consistent: it is not the enterprise is not good, nor the boss is not good, but the management of their supervisor is not good. The supervisor was unfair and awarded bonuses to whoever was on good terms with him. This made some employees feel that their efforts were not rewarded accordingly. So I resolved to set up a proven appraisal system, which worked really well after it was implemented.
In the kitchen, divided into stalls to assess, such as roasted vegetables group, fried vegetables group, on the miscellaneous, pastry, etc., the stalls of the monthly turnover, gross profit margins, the number of copies of food sales, leftover rate, the rate of return of food and other indicators to assess. The gross profit margin refers to the difference between the actual cost of each dish and the standard cost. If the actual cost is higher than the standard cost, it means that there is waste or improper use of materials; if the actual cost is lower than the standard cost, it is necessary to check whether the amount of food is not enough. The leftover rate refers to the proportion of leftover dishes to the whole dish, we stipulate that one third of the main ingredients left over are leftovers, if a chef cooks a dish with a high leftover rate, we need to find out the reason for the leftovers, and then improve it. Our hotel has introduced a set of software that counts the sales of dishes, and prints out the scores of each chef every 10 days, and then pays his salary according to the scores every month. After the implementation of such an assessment system, there are chefs who take the initiative to approach me to ask themselves to fry a few more dishes, and the whole kitchen wants to make the gross profit higher and the turnover up.
Floor waiters, we through the number of service stations, sales amount, the number of people served three indicators for assessment. Front office ordering staff through the sales, return rate, per capita consumption, gross margin and other indicators for assessment. The control of per capita consumption is very important, such as our requirements for family per capita consumption should be controlled within 50 yuan, 50 yuan or less so that the guests are full, but also eat well, per capita consumption can not be done neither high nor low. This requires ordering staff to familiarize themselves with the dishes, in the shortest possible time to grasp the psychology of the guests, reasonable dish recommendations. Why is the front office waiter also related to the gross profit margin? This is because the gross profit is actually controlled in the hands of the ordering staff. For example, the same price of A set of dishes and B set of dishes, the cost is not the same, an experienced a la carte staff can skillfully according to the requirements of the guests to reasonably match the low-cost, high gross profit dishes recommended to customers. After the implementation of this assessment system, not only effective in retaining good staff, but also reduce operating costs and increase profits.
Giving employees the right position
Understanding what employees can do, and then according to his actual situation to arrange the right position, so that they can see the space to improve, which is the most basic practice of my retention. Each employee is not perfect, the enterprise has to do is to play each person's unique strengths, avoid his weaknesses, that is, choose the right person to do the right thing. Manager's job is not to teach employees how to do, but to help employees find their ability to match the position, so that they become a "talented" people, that is, people and posts in line.
Additionally, we do our best to give our employees a sense of belonging. Each of our stores have a branch, the role is to do some public service activities, holidays to participate in some social activities. This is not only a good way to publicize the hotel, but also helps employees to enhance cohesion in the collective activities.
The requirements of the staff to be pragmatic, can not require employees to work all their lives in your business, which is unrealistic. So as a boss, you should have a big heart and try to cultivate them so that they can play a part in your business every day and grow every day.
Small stores rely on the boss to retain people, big stores rely on the system to retain people
Management in a big store and a small store is not the same. Small store is to rely on the boss to retain talent, and even have the charm of the boss in it, while the big store should rely more on the system to retain people. Enterprises in the start-up period, because of the smaller scale, fewer personnel, the boss can deal directly with each employee, the boss often plays a key role in retaining talent; but the development of enterprises is large, only rely on the boss to retain people has been unrealistic, which requires a mature system to retain talent.
In addition to this, there should be career retention, environmental retention, salary retention. Career retention is to give employees a platform to play the ability to get promoted in the team. An enterprise is to make money for the purpose, or to do business for the purpose, this is two different things, will shape two different corporate culture, in the treatment of staff development is also different. The environment to keep people includes the working environment and humanistic environment, a good environment can let the staff work at ease, believe that there are rewards for their efforts.
In addition, as a boss should be clear, to keep all the good employees is unrealistic. Bosses should have "tolerance", such as once left your business of excellent employees want to come back, you should accept him, because the circle back to find that you here is the best, your acceptance will make him more loyal to the business.
Enterprise and employees to be mutually loyal
The root cause of the flow of good employees is not to establish the mutual loyalty of good employees and the enterprise. On the one hand, the staff is not loyal to the enterprise, but for the interests of other aspects of the enterprise "jump around"; On the other hand, the hotel is not loyal to the staff, did not create an environment conducive to staff loyalty to the hotel, and often to the staff "down a well On the other hand, hotels are not loyal to their employees, they do not create a favorable environment for them to be loyal to the hotel, and they often "throw stones" at them. For example, when operating difficulties are not how to think of the same boat ****, *** degree of difficulty, but the first to consider layoffs, so that employees generally can not establish trust in the hotel, the result is bound to force employees have to get more benefits and high-speed flow between the hotel. The result of these two aspects **** the same role is bound to be the lack of mutual loyalty between the hotel and the staff, resulting in a high staff turnover rate. To make employees loyal to the hotel, the hotel should first be loyal to the staff; employees are not loyal to the hotel, often due to the hotel's disloyalty to the staff caused. To fundamentally retain good employees, it is necessary to establish a mutual loyalty relationship between the hotel and the employees according to the mutual loyalty model, to achieve a win-win situation for both the hotel and the excellent employees.
Engaged employees are easier to keep
Suggested rotation system. This type of rotational work may cause confusion in the workplace, which really does not sound like a good idea, but it can be offered as a suggestion for employees to choose, if the employees who are willing to accept the challenge are brave enough to choose this way, then trust them fully. They will give you an excellent report card! Build a smooth feedback mechanism for work performance. Good work performance feedback mechanism, not only to meet the psychological demands of employees, but also still the best help for their future work to improve and enhance.
Encourage and mobilize employees to participate in decision-making. If employees can also have the opportunity to participate in the decision-making process, they will have a stronger sense of responsibility, a more positive work attitude and a higher work enthusiasm. Encourage employee creativity, set up a stage for employees to show their abilities, create a working atmosphere where employees are brave enough to share new ideas, and give some support to employee innovation.
Retaining employees rely on a combination of factors
To retain good employees, not one aspect of the reason, but a combination of factors: First, the enterprise must have their own corporate culture, so that employees actually feel a sense of belonging; Second, there should be a comprehensive welfare system, so that employees do not have to worry about; Third, the implementation of the pro-employee management, managers should take the enterprise as their own home, and employees as their loved ones; Fourth, the implementation of the pro-employee management, managers should take the enterprise as their home, and employees as their loved ones. See their loved ones; four is to provide employees with a development platform to meet their different levels of development needs; five to choose to be able to use, according to the ability of the staff to arrange different jobs, "to give the monkey a tree, to give the tiger a mountain".
Focus on communication with employees. Through the symposium to ensure communication between the upper and lower levels, in the shortest possible time to capture the creativity of the staff, flashpoints, to achieve with the staff of the "zero distance contact". It should also focus on affectionate management, send blessings to employees on their birthdays, send condolences when they are sick, so that employees always feel warm. Every day to set up a special rest time, play relaxing music to regulate the physical and mental health of employees, so that they "release their own", through emotional exchanges and psychological communication to form a harmonious environment to care for the growth of employees.
Retaining employees starts with recruitment
Maintaining an appropriate staff turnover rate can optimize the staffing structure. However, the high turnover rate of employees has put many companies in a vicious cycle of recruitment - loss - re-recruitment - loss again, seriously affecting the business activities.
To effectively control staff turnover, the first step should start from the recruitment of staff, strict control to ensure that the recruitment of qualified personnel needed for the development of the enterprise, rather than "excellent personnel". In the actual recruitment work, some enterprises blindly pursue outstanding talent, while ignoring the reality of the enterprise, ignoring the enterprise can create a good working platform for employees, thus leading to talent and enterprise demand mismatch, resulting in just training good staff on the loss. Therefore, it is necessary to control the loss of employees in the recruitment process.
Before the recruitment work, the human resources department should fully communicate with the specific needs of the staff department, combined with the requirements of the development of the enterprise, to determine the recruitment of the job title, job responsibilities, the number of personnel and qualifications, to prevent blind recruitment, resulting in personnel do not meet the requirements of the job; or personnel ability is too high, and mismatch with their positions, these will directly lead to the loss of employees.
Listening to employees is a good way
First of all, we must listen to the problems of employees, listen to the plight of employees. If you want to make friends with your employees, you must first learn to listen. A person in the encounter of the problem when they want to have a person to listen to him, and the object of most of the complaints will choose their own friends. As a manager is to do his work on the friend. Only hear the voices of the staff, we can really understand the situation of the staff and the effect of management, in order to determine how to motivate and manage the staff. For example, you can eat with your employees, commute together, meet together, and also talk to them individually at the right time. Give employees care and timely help when they encounter difficulties. Since you have become friends with your employees, you should of course help your friends when they have problems. Give employees enough care so that the work can run smoothly and also increase the cohesion of the team. Note that do not have a special concern for a particular employee, this will be counterproductive. What's more, there are principles for giving help to an employee, such as mainly helping him to improve his work efficiency and so on. The care and help mentioned here is in the work, be sure to grasp the scale.
Giving employees a solution. Employees encountered problems in the work, we can not just point out that employees in which aspects of the problem, it is more important to give employees a solution, which can help employees to build the appropriate self-confidence. According to the specific situation of the employees, purposefully help them. It is best to have a weekly summary, so that employees have a platform for work exchange.
In addition, a good workflow should be established. The workflow will let the employee know what he should do at work and how to do it. The workflow in the catering industry should be made simple. First of all, it is necessary to make the employees clear what they should do, what they can not do and how to do it. Secondly, it is also important to focus on the wrap-up meeting every morning and evening.