Management measures of hotel staff turnover I. Macro measures
(1) Enhance the competitiveness of the industry. It is necessary for catering associations and hotels to work together to improve wages and benefits, enhance the overall competitiveness of the industry, make the whole industry attractive, and encourage a large influx of employees instead of passive loss.
(2) Management should be people-oriented. Enterprises should regard employees as the most important resource of the hotel, treat each employee well and give them a sense of belonging, so that the team will be stable.
(3) Building excellent corporate culture. The implementation of hotel culture construction includes four aspects: first, shaping the image and achieving the brand. Second, publicize and advocate and implement actions. Third, leadership and mobilization. Fourth, be brave in innovation and pursue Excellence. Good hotel culture can produce great cohesion and centripetal force, greatly enhance employee loyalty and reduce employee turnover rate.
(4) Improve employee loyalty. Employee loyalty effectively maintains a relatively stable relationship between employees and organizations, minimizes the replacement cost of organizational personnel, and is very beneficial for enterprises to enhance their core competitiveness.
Second, the main measures
(1) Personnel recruitment is strictly controlled. Effectively prevent employee turnover? Level one? Is it the recruitment stage, this process is that employees enter the hotel to work? Filter? . In the recruitment process, the hotel should treat the candidates with a frank attitude. Only when candidates fully understand the real situation of the position they are applying for, and carefully compare the matching degree between their own needs and job needs, salary and personal development, will they make the right decision and work stably for a long time. By intervening in the employee recruitment process, the hotel ensures that the candidates who enter the hotel have the personality characteristics suitable for the hotel. At present, when many foreign-funded hotels recruit employees, what are the first conditions? Hotel personality? It means that hotel employees should be cheerful, optimistic, passionate, friendly, positive, stable and generous, and good at communication.
(2) Improve the personnel management system. By perfecting the management mechanism and creating a good competitive environment, every employee can give full play to his talents, and through fair and just incentives, the enthusiasm and potential of employees can be stimulated, the satisfaction of employees can be improved, and the workforce can be stabilized.
(3) Efficient performance management. Scientific and reasonable performance management is not only conducive to the long-term sustainable development of hotel performance and the formation of performance-oriented hotel culture, but also can improve the satisfaction and loyalty of employees and greatly enhance the performance of teamwork.
(4) Establish a scientific salary system. The traditional salary management system can only eliminate employees' dissatisfaction to a certain extent, but can't really achieve the purpose of motivating employees. Therefore, the salary should be linked with personal ability and work performance, so as to stimulate employees' work potential to the maximum extent. It is necessary to appropriately improve the initial treatment, raise the skill salary, and set up special allowances, including academic qualifications allowance, professional title allowance, award-winning allowance, and special skill allowance. , will play an obvious incentive role.
(5) Establish an efficient communication mechanism. Hotel leaders should contact and communicate with front-line employees more, find out employees' emotional changes in time through keen insight and judgment, listen in time, be patient and sincere, and help employees reduce the pressure of work and life.
(6) Rationalization of reward and punishment system. Hotel? Punishment is the main thing, supplemented by prizes? Our strategy has led to a large number of staff turnover. Hotel managers should establish the management concept of combining rewards and punishments, and actively set a positive example, such as comprehensively assessing employees' personal ability, working hours, labor intensity, technical level, customer satisfaction and other factors, and giving heavy rewards to outstanding performers.
(7) material and spiritual incentives. To solve the problem of staff turnover, we should take two measures: material satisfaction and spiritual encouragement. The satisfaction of salary and welfare benefits is the basic demand of employees engaged in this industry and plays an important role in mobilizing the enthusiasm of hotel employees. But a single material satisfaction is not enough, but also pay attention to spiritual encouragement. Material satisfaction and spiritual encouragement complement each other and are indispensable. Meticulous consideration and care are the spiritual encouragement of hotel employees. Compared with material incentives, spiritual incentives are cheaper, but more effective and last longer. Spiritual encouragement will definitely get twice the result with half the effort.
(8) Strengthen cooperation with universities. School-enterprise cooperation? Internship? Order training? Regularly send a large number of high-quality interns to the hotel, and college students are the new force for the future development of the hotel industry. Hotels can establish school-enterprise cooperation with these universities, obtain high-quality talents continuously delivered by universities, and relieve the pressure of employing people.
Third, auxiliary measures.
(1) Do it well? Pass, help and take? . The hotel should be as harmonious and stable as possible? One-on-one mentoring relationship? . The master teaches by example, cares about the apprentice's work and life, and makes the apprentice feel warm all the time. Students can also fully communicate with masters, establish a very affectionate mentoring relationship with each other, and let the corporate culture subtly affect everyone, eventually creating a group of like-minded people and promoting the development of employees and organizations.
(2) Establish a team stability award. Divide the employees in each department into several groups according to the specific work. Rong * * * body? This? Rong * * * body? If there is no turnover, every member will get different levels of rewards from the hotel. The implementation of this measure will greatly mobilize the enthusiasm of employees to help each other.
(3) Enhance the binding force of the contract. Enterprises should attach importance to the use of legal means, such as labor law, labor contract law, patent law, anti-unfair competition law, etc., to safeguard their legitimate rights and interests, thus forming psychological pressure on resigned employees and using legal weapons to generate deterrence.
(4) Strictly control resignation. Resignation is more than just going through formalities and settling wages. Hotels should understand the real reasons for employees' resignation, seek the opinions of employees who have left the company for improvement, and take measures to minimize the negative impact of employees' resignation on enterprises and other employees.
In short, the hotel should prevent and solve the staff turnover throughout the hotel management, and take multi-angle, multi-level and three-dimensional measures to effectively control the staff turnover.