However, how to make the newly recruited employees stay, how to make the old employees feel at ease and how to implement the recruitment results in the restaurant is very important for the restaurant, especially for our frontline restaurants, which have a deep understanding of employing and retaining people. Many restaurants are constantly recruiting new people while losing talents. Constantly recruiting new employees will often make restaurants busy and passive, and even seriously affect the normal operation of restaurants. To do a good job in restaurant management, the most important thing is to play the role of people. Although there are many reasons for employees to leave the restaurant, we can find many problems by summarizing the flow of people in the restaurant this year. Dozens of people come in every month, but the staff of the restaurant is always in a gap state, which shows that the number of people leaving the restaurant every month far exceeds the number of people who have worked hard to recruit. And a look at the list shows that all employees have just joined the company, maybe two or three months, and the short one may only be one or two days or five or six days. This shows that it is not difficult for restaurants to recruit employees, but the key point is that they can't keep them well after recruiting employees. The experience of employees entering the restaurant makes them feel that they can't accept the intensity of labor, that no one is in charge of their work and that they can't get along well with their colleagues. Anyway, the impression of the restaurant is far from the actual experience, so I chose to leave. It can be said that the key to the survival and development of restaurants lies in employees, so how can our restaurants overcome the problems of employing and retaining people in their daily operations? First, we should have a clear understanding of new employees. Some restaurants don't pay attention to new employees, but say that there is a big gap in restaurant staff, so they don't have time to pay special attention to the trends of new employees, and they don't think that new employees are good for restaurants. I didn't expect that this understanding itself obviously betrayed the long-term development of the restaurant. Due to the large personnel gap, only by redoubling efforts on newly recruited employees, making new employees become veritable old employees and independent core employees, is it wise for restaurant leaders to ensure successors and make restaurant employees develop in a virtuous circle. Only in this way can new employees feel valued, inspire their wisdom, give play to their talents, and make every employee feel that the restaurant has hope. Second, we should pay attention to the training and development of new employees. Maybe everyone has thought of many ways, but what factors can make new employees stay? In the restaurant, I did a test at a manager's meeting. 80% employees think that the reason why they stay is that they can get training and development in the restaurant. As a grass-roots unit, restaurants are no exception. Staff development planning and training is an important link for restaurants to maintain staff stability. Through training, employees can change their working attitude, increase their knowledge, improve their operational level and skills, and stimulate their creativity and potential. On the other hand, it can improve the quality and ability of employees, make employees realize that restaurants attach importance to them, and then realize that training and development are the best gifts that restaurants give them. Only by incorporating the development and training of every employee into every link of the restaurant's daily work can we truly meet the needs of employees, which is also an important magic weapon for the restaurant to grow and develop. Third, we should respect that every new employee has a different position in the restaurant, and there is no distinction between high and low. Respect is mutual. Restaurants should listen carefully to the opinions of new employees, help them grow and develop, and recognize and affirm their value. As managers, we should serve new employees and become their best friends. When new employees have difficulties and need help, we should be able to lend a helping hand in time to solve problems for new employees. In order to make new employees better provide necessary help for the service of the restaurant and let employees become the owners of the restaurant, the restaurant will form a good interpersonal relationship and working environment with a harmonious atmosphere, and employees will also pay for the development of the restaurant. "Good birds choose wood and rest, and good ministers choose their masters and wait on them". Let the new employees get the respect of the restaurant manager, and the new employees will serve the restaurant they choose wholeheartedly. Fourth, we should actively communicate with new employees. Many restaurant managers believe that new employees only care about the salary, and others can be ignored. Actually, it's not. Employees will pay attention to wages for a period of time, but if employees lose interest in their work and hope in the restaurant, wages alone cannot keep them. To solve this problem, we need to understand the ideological dynamics of each employee. At this time, communication is particularly important. Communication should run through every link in the daily management of restaurants. In restaurants, 80% of problems can be solved through communication. Through communication, you will find that some problems were originally simple, and some employees have good management suggestions, which are of great help to the development of the restaurant. How to find these good ideas, restaurants can hold regular discussions and exchange meetings, so that employees and managers can have a comprehensive and frank exchange. At the same time, restaurants set up suggestion books or other forms to encourage employees to make more comments and suggestions and reward practical good opinions. In this way, the relationship between restaurants and employees is no longer just a simple relationship between leadership and being led, but a brand-new partnership, creating a harmonious atmosphere of democracy, enterprising and cooperation. Communicate sincerely with employees. Through communication, the restaurant will also unite the voices of employees and become their ideological enlighteners and spiritual pillars. If a scholar knows himself, employees will be willing to pay everything for the restaurant. V. Specific measures to retain new employees (1) Requirements for reception arrangements for new employees 1. The reception of new employees on the first day is conducted by leaders at or above the assistant level. 2. The work clothes and bedding of new employees shall be collected by the minister (including the minister), and the leaders above the assistant level shall take them to the lobby to familiarize themselves with the environment, and introduce the leaders during non-meal time. Work clothes should be ironed neatly, and the basic gfd requirements should be explained to new partners. 4. On the first day of new employees entering the dormitory, leaders above the assistant level will personally take them to the dormitory to familiarize themselves with the environment, make their beds, and explain the dormitory management system and precautions to new partners. 6. Leaders at or above the assistant level should organize the communication and sharing of new employees every day in the previous week (it can be arranged during employees' meal time, because this time period is relatively relaxed and the time is not too long), and organize a new employee sharing meeting once a week. 7. The new employee shall be compensated for work within one week before joining the company, and the expenses shall be borne by the branch.