Case:

According to Yu, the general manager of

xx

Hotel, the annual economic loss caused by employee turnover in this hotel is as high as hundreds of thousands of RMB. This is a huge loss for a private liquor < P >. The average loss caused by employee turnover is

511

yuan

,

while the employee turnover rate of this hotel is

71-75

%. General manager Yu said that the annual economic loss caused by the turnover of each employee in this hotel is at least

1,111

yuan. In addition to economic losses, employee turnover has also brought immeasurable losses to the service quality of the hotel industry.

The main losses are as follows:

After the migrant workers leave the store, it increases the workload for the non-migrant workers,

thus reducing the service quality;

training for new employees

; And customers leave other restaurants because of their familiar employees, and so on.

At present,

the problem of employee mobility is one of the main problems that plague China's tourism industry,

especially the hotel industry. According to the data, in recent years, the average turnover rate of hotel catering employees has reached < P > to

36.8%

The turnover rate of restaurant employees is < P > 29.7 < P >%;

the turnover rate of kitchen staff is

39.9

%.

among them, the contribution rate of staff turnover in restaurants and kitchens is

53.8

% and

48.4

% respectively.

why are there so many staff turnover rates?

China's hotel employee flow can be roughly divided into two categories.

The first category is the horizontal employee flow within the hotel industry, and the second category is the employee flow to the Dagong company outside the well-paid and

privileged tourism industry.

Both of these flows bring huge economic losses and service quality problems to the hotel industry.

how to solve this kind of problem?

At present,

there are still many old,

conservative people who think that the service industry is the industry where people who have no

skills and can't find any permanent jobs will set foot. As a new generation,

we should make it clear that

the service industry is the future development trend, and

the service industry has an unlimited

future. I should use scientific vision and scientific methods to manage and develop the service industry.

The most fundamental core of the service industry is people.

People need to be satisfied, and

People's

services are more needed. How to manage people well is a science, human resource management. At present, hotels are

one of the backbones of the service industry.

How to solve the brain drain in hotels also requires human resources management.

At present, many hotels have not realized the strategic position and importance of human resources.

Human resources are the guarantee for the survival and development of hotels, and

are the key factors for hotels to win the competition.

Especially in the hotel industry,

the quality of its service products is directly related to employees' work.

Or

It is said that

employees' work process is the process of product production and provision.

Especially in private hotels,

the decision-makers have not paid enough attention to human resources development,

they don't know enough about how to develop,

the means and methods of human resources development are backward,

especially training, as an important means of development, has not played its due role.

Sticking to the old ways,

having a weak sense of innovation,

not embodying

modern

human resource management,

not changing the management of employees from backward personnel management to human resource management,

which makes employees not

reasonably promoted,

inevitably choosing mobility to achieve their goals.

The stability of human resources in private hotels

is weak,

There are two extremes in mobility.

One is the problem that the lower-level operational service-oriented employees flow too frequently. According to statistical analysis, the annual turnover rate of employees generally exceeds

39%

~

55%

The first-line operational service-oriented employees flow most frequently. Because of the large gap of these employees at present,

the salary is low and the labor intensity is high, which

leads to the turnover of skilled employees.

Another problem is the abnormal flow of managerial and technical talents in middle and senior management.

Because of the lack of competitive awareness of talents in hotels, the middle and senior management can't give full play to their individuality and creativity.