Due to the differences in industry characteristics, working environment and employment conditions, the management of catering hotel staff is quite different from that of enterprise staff in general. These managed objects have their own advantages: young, energetic and receptive, but at the same time, they also have their own disadvantages: generally, their academic qualifications are not high, they lack self-management, and they are easy to "follow the crowd", etc. In addition, their qualities are uneven and the forms and degrees of accepting "management" are different, which brings great difficulties to management. So, how to manage the staff of these restaurants? Institutionalized management. The management and institutionalization of restaurant staff are still indispensable. From EMKT.com.cn, China, there has been a saying since ancient times that "there is no Fiona Fang without rules". In general, management must be based on these "rules". The cultural quality of employees in restaurants is often not high, so a systematic and advanced management system may not play a big role for them. Therefore, when using the system administrator's working hours, restaurants should follow the following points: 1. The system should not be too cumbersome. If there are too many systems, it is often difficult for restaurant managers to implement them. If they are not implemented effectively and discounted, many systems will become a mere formality, and finally, the seriousness of the whole system will be greatly damaged. Therefore, in order to avoid this point, we should simplify the system and implement the "slimming" plan. We should constantly instill in them the daily management (such as attendance, dress, etc.), standard speech, business etiquette, health system, service standards, etc., which are often used at ordinary times, so that they can be familiar with it and easily implement it. 2. System management should be rigid. The key to management lies in assessment, and the key to assessment lies in implementation. Therefore, in the implementation of institutionalized management, we must treat the system equally, and we must not give preference to one another. Only when "everyone is equal before the system", can the service personnel of food and beverage outlets or middle and grass-roots managers truly believe in the seriousness of the "law", let everyone abide by the law calmly, and the system can exert its power and make everyone dare not "cross the line". Institutionalized management is the foundation and guarantee of personnel management in restaurants. An undisciplined restaurant is bound to be full of flaws in its management, making it difficult to become stronger and bigger. Because among all the competitive factors, the human factor is the first. As a "selling point" based on the level of service, catering hotel personnel can only truly reflect the benefits of management by holding high the banner of system management. "Autonomous" management. Restaurant hotel staff, whether lobby managers, front office managers, waiters at the front desk or backstage operators, come from the same group-rural migrant workers. Therefore, in the management of catering hotel staff, if we can take the "autonomy" way and carry out self-management, we can often play a better role in promoting. The specific operation methods are as follows: 1. From them, select the personnel with management ability, improve their organization and management ability quickly through training or one-on-one assistance, and appoint the foreman, lobby manager or front office manager and other management responsibilities. 2, the catering hotel system, into a form they can understand and implement, through the elected "autonomous head" appearance, set an example to implement, thus driving the implementation of the entire catering hotel staff. The advantages of this are: 1. Managers come from among them, and it is easier to gain their trust. This is much better than hiring a manager to "impose" management with the incomprehensible rules of catering hotel staff, and this way is easier for them to recognize and finally implement. 2. "Autonomy" enables them to see their career prospects better. Because the "leaders" of autonomy come from their side, they have more sense of identity and more professional "temptation" for them, because if they follow the rules and do well, they may be the next manager. The power of example is infinite. Through the management of "autonomy", as a restaurant hotel, it can achieve the effect of low-cost management, with little cost, but it is easy to let the system land, which can be described as killing two birds with one stone. Replace "management" with teaching. As the staff of catering hotels, they are too eager for "high-pressure" management, which is limited by their experience and psychological endurance. They often find it difficult to accept it, and even refuse to implement it by "soft resistance". Therefore, it is a more effective way to brainwash them by taking the form of teaching instead of "management" and let them accept the management concepts and methods of the hotel. The specific implementation methods of replacing "management" with teaching are: 1. Managing in teaching. As a restaurant, whether it's the lobby manager of grass-roots managers, the front office manager, the general waiter or even the chef, they all need to learn and improve constantly. Some hotels even set aside a certain time every week to organize employees to study. In fact, this is a good time to instill hotel management concepts and actions. By repeatedly emphasizing the contents and tools of management in the process of training or on-site guidance, it plays the role of coach. For example, the on-site simulation exercise on how to greet customers, etc., prompted them to master the skills of receiving customers, and at the same time added specific requirements, which played the effect of "silence is better than sound". 2. Teaching in the tube. In the management of hotel staff, don't forget to teach them how to do it, so that hotel staff can understand that hotel management is to help them improve and serve them, so as to eliminate their vigilance against managers and better understand the significance of hotel management. For example, the lobby manager of a hotel found that the hostess's standing posture was not standard, and immediately corrected it on the spot, and pointed out the influence and significance of her standing standard for a star-rated hotel as a greeter, so as to achieve the teaching effect while managing it. Escrow by teaching and integration of teaching and management can avoid management simply for management's sake, avoid contradictions and conflicts between managers and managed people, and enable management to be implemented naturally, without "rushing", which will lead to the resistance and dissatisfaction of managed people. Humanized management. Many staff in catering hotels are from rural areas, and they have unusual life and work pressures. Therefore, if they can be given humanized management methods in management, they will be more easily welcomed and favored, and they prefer subtle and gentle management methods. What should be paid attention to when implementing humanized management is: 1. Humanization is not equal to humanization. As a restaurant, humanized management is very necessary. But we must not equate humanization with humanization. Humanized management is based on management rationality, paying more attention to the feelings, acceptance degree and acceptance mode of the managed. However, humanistic management is often easy to forget the principle, and finally makes management and system forget. Management has become "harmonious", "hello, I am good, everyone is good", "muddle along" and "playing Tai Chi", which makes management impossible. Humanized management, in fact, is a kind of high-level management, which can achieve the purpose of management without showing mountains and dew. For example, some hotels introduce the method of violating the system for the first time without fines when the manager is working, but they will be punished again within a certain period of time. Specifically, the first time they violate the system, they only issue a ticket, but they are not really fined. They are just warning you and reminding you, but if they violate the system again within one month and execute the punishment twice, this is a humanized management method. After all, people are not gods, and they all make mistakes sometimes. By giving them the opportunity to make corrections, they can sometimes achieve the effect and function of urging indirectly. 2. Communication is the core of humanized management. In the management of restaurants, communication is essential. Good communication is better than any form of management. For example, some hotels offer "general manager's reception day" and "general manager meets you face to face", etc. It is through this one-on-one communication way that hotel employees, especially grass-roots employees, can understand their living conditions, working conditions and psychological conditions. For example, where do they come from and what are their living habits? Eating habits, whether to adapt, etc., so as to worry about what they are anxious, think about what they think, care about what they need, establish an internal emotional connection with them, let them be moved, let them accept the enterprise from the heart, accept management, and finally achieve the effect of inaction. Humanized management requires managers to put down the shelf of managers, lean down, make intimate friends with employees, and make concerted efforts to do the management work in a down-to-earth manner through the empathy, empathy and two-way interactive communication between managers. Managed management. In recent years, with the continuous emergence of chain restaurants, some specialized catering management companies have emerged, so trusteeship management has been introduced by many catering hotels. As a third-party managed hosting company, it is the inevitable result of specialized division of labor in catering hotels. However, we should pay attention to the following two points in managed employee management: 1. Managed management outputs norms, but the implementation of norms should be gradual. Because the cultural literacy of employees in catering hotels is generally not high, it is unrealistic and undesirable to rigidly instill processes, systems and norms in an attempt to let them master them all at once. 2. Managed management should be effectively grafted with catering hotels. That is to say, when working as an administrator, the third-party management company must combine the excellent and advanced management system with the actual situation of the hotel, combine the quality and level of the hotel staff, implement management measures in a targeted manner, and do management according to local conditions, instead of copying mechanically and ignoring the reality. The implementation of trusteeship management for employees has the following advantages: 1. It avoids the disadvantages of being too familiar with employees and being difficult to manage. Because it is a third party, there is no embarrassment of "not being able to do it" because it is too familiar, and as an employee, it is even more awe-inspiring for unfamiliar third-party "managers". 2. It can make catering hotel resources focus on good management. With the help of the third party, as a catering hotel, the cost of establishing a management department can be reduced, and the dishes and services of the catering hotel can be specialized, so as to enhance their core competitiveness and better improve their product quality and service quality. Managed management, or management outsourcing, is a future development trend of catering hotel management. However, only when this third-party management is grafted on the solid soil of catering hotels can employee management be targeted and more effective. Management produces benefits. In a word, the personnel management of catering hotels is a new topic faced by catering hotel operators. As managers, only by tailoring the management mode according to the actual situation of catering hotel employees can management really play its due role, make the operation of catering hotels icing on the cake and continuously create greater benefits.