hotel human resource management

teaching purposes and requirements of this chapter

it is required to master the meaning, objectives and requirements of hotel human resource management and the contents of hotel human resource management. On this basis, there is no requirement to understand the development and utilization of human resources and the content of employee motivation.

Case analysis

Recently, the staff turnover rate in a hotel has greatly increased, staff morale has been low, and customer complaints have increased. The general manager asked the director of the office to investigate the reasons. The director of the office consulted the staff and made a thorough investigation. The survey results showed that 89% of the staff felt that there was no future in the hotel. 75% employees report that the hotel lacks amateur cultural atmosphere; 65% employees feel that they are not valued; However, only 12% employees are dissatisfied with the salary and welfare survey. In view of these problems, the general manager held a meeting of department managers overnight to discuss countermeasures, and finally decided to take a series of measures: 1. Set up an art organization for employees to enrich their amateur cultural life; 2. Set up a home for employees, and set up a free dance hall, a screening room, a book bar and a table tennis room for employees, so that employees have a place to go after work; 3. Set up the general manager's suggestion box, and the general manager will personally handle the contents of the suggestion box, encourage employees to put forward more reasonable suggestions and opinions, and reward them once they are adopted; 4. Conduct employee competitions twice a month to improve employee morale. A month later, the turnover rate of employees in the store gradually dropped, the morale of employees was significantly improved, and the customer complaint rate was greatly reduced. Three months later, the director of the office consulted all the staff again, and a miracle happened: 95% of the staff felt valued; 86% of employees reported that their spare time life was rich, and put forward more opinions and suggestions; 97% employees expressed their willingness to stay in the hotel.

Garden Hotel is one of the old five-star hotels in Shanghai. It has 511 guest rooms, a number of western restaurants, cafes, Chinese restaurants, Japanese restaurants and bars. There are more than 911 employees working in the hotel, but only three people are responsible for human resources. After the implementation of Kingdee's attendance management module, the human resources department of Garden Hotel only needs to insert the floppy disk with attendance data submitted by various departments into the computer, and the data can be automatically imported into the system. After setting conditions, the system can calculate attendance data as required. "A lot of attendance work that used to be calculated manually has now been completed very quickly, which has greatly saved labor." Salary is one of the most concerned information for employees, and no mistakes can be made. In the previous period of adding EXCEL manually, it took a lot of time and energy for the human resources department to calculate such a huge amount of salary data. But now, the system can automatically and accurately calculate the salaries of all employees in the Garden Hotel as long as different salary, subsidy and bonus calculation formulas are set in Kingdee's salary management module.

I. Overview of hotel human resource management

Human resource is the first element of a hotel. The limitation of this kind of resources determines that in the whole development process, human resources should be optimized first, so as to maximize the individual and group benefits of employees.

1, meaning of hotel human resources and management

concept

Hotel human resources management is a comprehensive management that properly uses the functions of planning, organization, command, coordination and control in modern management to effectively develop, utilize and motivate hotel human resources, so that they can get the optimal combination and give full play to their enthusiasm.

2. Features:

First, hotel human resource management is the management of people

Second, hotel human resource management is scientific management

Third, hotel human resource management is the management of all employees

Fourth, Hotel human resource management is dynamic management

3. Contents

(1) Formulation of human resource plan

(2) Recruitment and employment

(3) Education and training

(4) Establishment of assessment and reward system

(5) Establishment of salary and welfare system

(6) Cultivation of high-quality managers

.

Second, the development of hotel human resources

1. Staff recruitment

Adhere to the principle of "open recruitment, voluntary registration, comprehensive assessment and merit-based admission".

1) Formulate the employee recruitment plan

including the recruitment target and quantity; Formulate recruitment standards; Determine the recruitment route; Choose the opportunity to recruit.

2) Recruitment and employment of employees

There are two recruitment procedures: internal recruitment and external recruitment

External recruitment procedures:

Including: preparation and planning stage; Publicity and registration stage; Comprehensive assessment stage; Meritorious admission stage.

internal recruitment procedures, including:

one is the promotion of internal staff, and the other is the transfer of internal staff.

2, staff training

Training is the core content of human resources development, which is well known. In a hotel, when new employees enter the store, their work performance fails to meet the requirements of the hotel, complaints increase, customer service quality problems arise, waste increases, new equipment is introduced, and employees are promoted. Take the basic situation of staff training in national tourist hotels in 2112 as an example (see the figure on the next page).

Training situation of national tourist hotels in p>2112 Unit: Person-times

Object

Category Total

General Manager Department

Manager in charge of waiters and cooks

Other

Personnel

Total: 396,149,6398 24843,31118 246,657 45,647 41496

Management post qualification. 28 7196-3768

worker technical

level training 69819-1182 4461 41471 13891 9816

adaptability

training 311186 3143 13111 19359 216149 31726 27898. 3114

In 2112, the training of tourist hotels in China developed steadily, with 396,111 person-times nationwide, accounting for 78% of the total training of the whole tourism industry. From the training category, adaptive training is the main part of hotel training, accounting for about 76%, because it has the characteristics of short time, quick effect, flexible way, strong pertinence and wide application range. From the training objects, a reasonable pyramid structure has been formed among senior managers, middle managers and front-line employees. As there are many employees, the training amount of waiters is also the largest, reaching 246,611 person-times, accounting for about 61% of hotel training.

1. Significance

(1) Training can improve the cultural and technical quality of employees

(2) It can improve the quality of service

(3) It can reduce wastage and labor costs

(4) It can provide employees with opportunities for development

2. The principles

include: the full participation of the trainees; The pertinence of training content; Flexibility of training methods; Rationality of training opportunity.

3. Training types

Generally speaking, it can be divided into vocational training and development training.

vocational training, mainly for operators. Have pre-job, post and continuous training.

development training is mainly aimed at managers.

4. Step

First, discover the training needs, and then make the training plan; Implement the training plan; Finally, the training effect is evaluated.

Hotel training is usually manifested as "filling the vacancy", which is necessary and can solve some unavoidable problems. However, it is certainly not enough for training only to "fill in the vacancy". It seems preferable to carry out developmental training, give full play to the potential, enhance employees' sense of accomplishment, mobilize employees' enthusiasm, initiative and creativity, and effectively prevent employees from being uncomfortable at work.

In addition, establishing a learning organization, solving the emerging skills needed by the hotel's future development, grasping the adult characteristics of the trainees and conducting cross-training are also some practices that are worth learning.

for example, establish a learning organization. Learning organization is a new concept popular in international management circles in recent years, which means that an organization can learn as well as a person. If an organization can continue to learn, it is most capable of surviving and maintaining prosperity. The ultimate goal of hotel training is to build the hotel into a learning organization and become a learning enterprise. In this hotel, the manager is the leader of learning, and people, work and system are committed to continuous learning and improvement, which makes the whole hotel form a learning will, a learning culture, full of vitality and creative spirit. Managers and employees can constantly learn new ideas and methods, accumulate professional abilities in an atmosphere of mutual guidance, maintain the sustainable development of the hotel and continuously improve the service quality.

In addition, the emerging skills needed to solve the future development of the hotel. With the development of economy and science and technology, the development of hotels in the future will definitely make the skills and purposes required by hotel employees different and may be more complicated. These capabilities include information processing capabilities (the ability to find, obtain, evaluate, screen and use information. ), interpersonal communication skills (including all aspects of interpersonal communication, are important to managers. ), the ability to solve problems and make decisions, computer skills (the ability to obtain information, send information and process information through computers. ), the ability to create and innovate, the ability to come up with new ideas and new ways. Among the above skills, the most important one is creativity. Facing the challenge of knowledge economy, hotels need innovation at all levels to realize sustainable development. Therefore, it is necessary to highlight the cultivation of employees' creative thinking in the training process.

Grasp the adult characteristics of the trainees. Trainers should not teach what they think should be taught, but should try their best to make employees learn what they really want to learn. In addition, trainers should also strive to create a relaxed learning atmosphere, respect each other and encourage employees to fully communicate and participate.

cross-training. It goes without saying that cross-training is a good way to understand, communicate and cooperate. So what is a complete cross-training? Generally speaking, it should include cross-training between departments and teams (cross-training between different teams or positions in the same department). ), cross-training from top to bottom (usually a certain level of employees receive training at a higher level, such as waiter-foreman, foreman-supervisor. ）。 This kind of comprehensive cross-training can not only make the departments reach a complete understanding, but also avoid unnecessary troubles; It can also make it easy for employees to empathize when there are problems at work, which is conducive to work coordination; It can also make the subordinates fully understand the joys and sorrows of the superiors, cooperate more in their work and fully support the work of the superiors.

III. Utilization of hotel human resources

1. Staffing

According to the hotel's business direction, scale, grade, business situation, organization, staff's political ideology and professional quality, and with the aim of saving people and improving efficiency, the number of all kinds of personnel must be determined on the basis of establishing post responsibility system.

1) Basis for staffing

Generally speaking, staffing should conform to the principles of simplicity, efficiency and economy, and ensure the normal operation of the hotel and the physical and mental health of employees. Usually, there are several aspects:

First, the hotel level, the higher the star rating, the higher the proportion of employees. The second is the scale of the hotel; Third, the layout design of the hotel; Fourth, the organization and post setting of the hotel; Fifth, the hotel's true equipment status; Sixth, the hotel's labor efficiency is high, the labor quota is high, and there are fewer people. Otherwise, there are more people. Seventh, the hotel's operating conditions, such as tourist flow, will change due to the influence of seasons, climate, transportation, economy, politics and other factors.

2) methods

first, the post staffing method

according to the requirements of the hotel's organization, post setting and post responsibilities, combined with the workload, work shifts, labor efficiency and employee attendance of hotel posts, the staffing method for different positions is uncertain. It is usually used for the staffing of employees and managers in front office, purchasing department, engineering department and other departments.

post allocation. Posts are units of work division, and the organic combination of posts constitutes an effective organization. The post setting of the hotel changes with the change of the hotel's operating environment and mode. At present, the flattening of hotel organizational structure is the result of the change of hotel management model. According to the actual situation of the hotel, setting up posts scientifically and reasonably is an important link in the development of human resources. In this process, the focus is on job analysis (only when the job content is thoroughly analyzed can the post setting be reasonable), and clear job specifications are formulated to specify the responsibilities, qualifications and qualifications of each post. Only by doing this can the recruitment, assessment, training and promotion of employees be based on. In the era of knowledge economy, the functions of some original posts in hotels have been weakened or cancelled, and some new posts have emerged. For example, many hotels did not have the post of service center, but now in order to effectively connect the front desk with the floor, they have started to set up the post of room service center. This requires that when setting and adjusting posts, we should "set posts according to events and apply posts according to talents". We must not set posts because of people, resulting in overstaffed institutions and overstaffed people, and we must not put employees in a certain post casually, resulting in "overqualified" or "overqualified", both of which will make employees lose their enthusiasm and creativity.

Second, the equipment staffing method

According to the number of hotel equipment and the workload of employees, combined with factors such as the operation times of equipment and the attendance of employees, the staffing method of the required number of personnel is uncertain. This method is often used in engineering department and laundry department.

Third, the proportional staffing method

A method to calculate the required number of personnel according to a certain allocation ratio according to the actual workload, labor quota, labor efficiency and other factors. That is, according to the proportion of the total number of employees or the number of a certain type of personnel, the method of calculating the number of another type of personnel. This is put forward according to a certain proportional relationship that objectively exists inside the hotel. Such as the ratio of kitchen to cutting and matching personnel.

fourthly, the efficiency quota method

is a method to determine the required number of personnel according to the labor efficiency, combined with the actual workload, work shifts, attendance and other factors. Any type of work that implements work quota management and is mainly manual operation can be prepared by this method. There are two kinds of work quota: man-hour quota and workload quota.

2, rational employment

Only by rational employment, it is possible to give full play to its specialty, effectively mobilize its enthusiasm and achieve the goal of hotel human resource management.

1) principle

first, the principle of employing people as directors

once the hotel staff are hired and trained, they should make sure that they don't need suspects, use people without doubt and boldly use them. First of all, we should know that people are good at their duties, use their strengths, dare to bear the burden and give them challenging tasks. In the era of knowledge economy, hotel employees are mainly knowledge workers. As managers, once they are convinced that they have arranged the most suitable candidates in reasonable positions, they should be given corresponding powers in order to give full play to their initiative and creativity. Have the right and responsibility, employees will think that this is the manager's trust in themselves, and will inevitably devote themselves to their work with great enthusiasm, and create more benefits for the hotel. On the contrary, if its hands and feet are limited, it will only make it lose its enthusiasm, and its "capital"