People-oriented management, the secret of long-term and stable development of hotels
The motivation for employees is not only in the form of material, (such as sending gifts, bonuses, etc. during the festival.) At the same time, attention should also be paid to the form of spirit, and the combination of the two will achieve the desired effect.
commonly used method
Goals (set a hotel performance goal). For a hotel, profitability is the most critical, traditionally, it is the end of the month to look at the profitability. On the contrary, if at the beginning of the month, the performance goals for this month can be announced at the meeting, and the corresponding rewards are promised, then the employees will be more motivated, and they will actively recommend the hotel’s new services or new services. dishes.
Feelings (more heart-to-heart with employees, communication, and don’t let employees’ personal emotions bring to work). Employees are people, not machines, and naturally get emotional. If it is not resolved in time, this emotion will spread to the whole hotel, which will be very bad. If you set up a consulting room, try to help solve various life problems of employees. Work that makes employees happy.
Crisis (a sense of urgency always enables people to realize their potential). Staff are lazy, and in a comfortable environment, they seem to have a passable attitude towards work, which affects the image of the hotel. Therefore, moderate crises, such as layoffs, substandard benefits, etc., allow employees to maximize their potential in their positions.
Fourth, role models (there is an excellent employee to set an example). Excellent employee award every month, which can motivate employees to compete with each other, and competition can improve the quality and job skills of each employee.
- Rewards and punishments (rewards and punishments are clearly defined, and employees have a clear mind). Those who have done well in the work should be rewarded, and those who made mistakes should not be criticized in the report, but should be punished, so that employees know what is right and what is wrong. So as not to bring huge losses to the hotel in the future work.
Sixth, material (some real material comfort in life will make employees feel warm). The time of the year will soon pass. At the end of the year, many hotels will hold parties, which is to make employees feel at home. Reasonable use of these six incentive methods to mobilize employees’ enthusiasm for service. Only in the work will the best side be shown to the customers, and the overall image of the hotel will be improved. Reasonable use of people-oriented management to achieve the goal of hotel efficiency is the most successful performance of managers.
While continuously improving the luxury of hotel hardware and launching special services, we strive to practice “people-oriented management”, strive to make the best use of our talents, maximize the potential of employees, maximize their enthusiasm for work, and continuously improve the hotel service level. To achieve the hotel’s ultimate goal of “winning customers, winning the market, winning profits, and winning development”, it has become the ideal state pursued by hotel managers. For a modern hotel, the development direction of the hotel can only be eclectic, fostering strengths and circumventing weaknesses, and taking the road of human resource management that suits its own characteristics. Adhering to “people-oriented management” can be implemented from four aspects.
- Strengthen human resource management and strive to create a high-quality workforce
Paying attention to human resource management and cultivating a high-quality workforce is the essence of the hotel’s adherence to “people-oriented management”, because as Mr. Camon Wilson, the founder of International Holiday Group, said: “Without satisfied employees, there will be no Satisfied customer.”
In China’s hotel service industry, due to the low quality of employees (such as generally low academic qualifications, insufficient mastery of necessary skills such as foreign languages, and influenced by traditional concepts, many employees still regard serving customers as serving customers, and hotels are often difficult to recruit. and retention of high-quality service personnel), resulting in service quality issues are not uncommon. This reflects the reality from one aspect: the quality and skills of employees in China’s current hotel industry are far from being able to meet the increasingly personalized needs of domestic and foreign customers. Therefore, it is necessary for the managers of modern hotels to strengthen human resource management from the following aspects, and strive to create a high-quality workforce.
(1) Adopting the “Characteristics Employment Act” to enhance the job adaptability of hotel employees
The adaptability of employees’ personality is a very important factor for hotels to select employees. In the hotel industry, the phenomenon of employee job-hopping is relatively common, especially due to poor job adaptability caused by “character defects”, and the frequent job-hopping of employees not only directly increases the hotel’s labor costs, but also causes other employees to frequently Fluctuations in thinking affect the stability of the workforce and hotel work.
Therefore, when recruiting and selecting employees, hotels should, on the basis of subdividing the character requirements of vacancies, select personnel who meet their character requirements according to the characteristics of the positions, so as to improve the job adaptability of employees.
For example, when choosing a hotel’s marketing staff, the character characteristics that should be possessed are full of enthusiasm, resilience, not afraid of challenges, and like to deal with people; when choosing a hotel’s housekeeping staff, because the bed-making work is very heavy and monotonous, so choose People can’t choose the post-80s or post-90s who are too young and trendy, but should choose some very simple, hard-working, and even some laid-off workers. They will cherish their positions very much and be serious and responsible. By using the “Characteristics Employment Method” to carefully select and determine job candidates, the right person can be used in the right position, so that employees in each position can maintain a “high-efficiency” working state.
(2) Change the traditional salary design concept and establish a salary system with ability and performance as the core value
The traditional remuneration system fails to fully reflect the distribution principle of “more pay for more work, taking into account fairness”, so it is difficult to give full play to the incentive role of remuneration. Therefore, compensation must be directly linked to employees’ abilities and job performance to motivate employees’ motivation and enthusiasm for work.
First of all, let each employee clearly define the hotel’s business strategy and goals. For example, the business strategy of Ruihao International Hotel to each employee is to “increase turnover, build brand advantages, consolidate hotel foundation, cultivate excellent corporate culture, and further establish Ruihao’s reputation in the minds of guests”.
Then, the personal ability demonstrated by the employees in the work process is certified in the post practice, and the employees’ cognitive environment is introduced through the salary system with ability and performance as the core value, so that the employees realize the consistency of personal interests and hotel interests, Be clear on what the hotel expects from its employees.
(3) Provide a multi-channel development environment for employees, motivate talents, retain talents, realize the “win-win” strategy of hotel benefits and employees’ progress
First of all, for high-quality college students who have potential and love hotel work, the hotel should have a clear career development plan so that they can see the direction, goals and hopes of their future development. At the same time, according to the needs of the work, the hotel reasonably allocates positions based on their personality characteristics, hobbies, and skills, and conducts promotion or promotion evaluations for them in a timely manner.
Of course, under certain conditions, excellent employees can be provided with paid off-the-job training, learning and overseas training opportunities. What needs special emphasis and promotion is that hotels must take the initiative to provide a multi-channel development environment for employees in front-line service positions. The “pyramid” structure of enterprise management determines the limited number of hotel management positions, and the vast majority of employees must stick to the front line of service. Therefore, hotels must take the initiative to provide multi-channel development opportunities for front-line service employees, so that they can progress and succeed in ordinary, hard, and unknown front-line service positions. For example, if a hotel has set up a skill level evaluation system, although the employee who has obtained a senior service engineer is only an “employee”, he can enjoy the highest level of treatment to the manager level. The performance of the post is linked, and the titles of “senior waiter” and “chief waiter” are awarded to those with long working experience, strong skills and good work. Reasonably changed the phenomenon that the salary of senior service personnel is not as good as that of fledgling management personnel, so as to motivate talents and retain talents.
(4) Strengthen the construction of corporate culture, homogenize employees with different value orientations, and enhance the cohesion and competitiveness of the hotel
A good corporate culture is the source of power for an enterprise to survive and develop, and it is the most fundamental sign that distinguishes it from its competitors. Hotel employees come from all over the world. The differences in their life experience, cultural quality, job nature, aspirations and hobbies determine the difference in employees’ value orientation. A good corporate culture is the “magic” for the hotel to homogenize employees with different value orientations. “strength. A good corporate culture has the following characteristics:
One is compatibility: it can absorb and accept the essence of different hotel management models, and tolerate the defects and deficiencies of employees’ personalities;
The second is learning: can learn faster than competitors, and create new business management and service concepts;
The third is strategic: 1. Pay attention to and adhere to the long-term effect of hotel services, and enhance employees’ sense of crisis; 2. Implement the principle of managers serving employees, take the initiative to care for and help employees, and build a “home for employees”; 3. Establish a fair, open and impartial staff ability assessment system.
A good corporate culture is like a perfect band, in which employees are like different musical instruments in the band, each with its own voice, but when they play together, they can form a beautiful melody and harmonious collocation That is its secret. Excellent corporate culture can make a hotel not only maintain the publicity of the staff’s personality, but also fully reflect the hotel’s unique personality and characteristics, and win the hotel’s success.
(5) Advocating “employee participation”, mobilizing and giving full play to the initiative and creativity of employees
In the era of knowledge economy, employees pay more and more attention to the realization of personal value, that is to say, every employee has certain spiritual needs. Our employees, in the process of cooperating with others to solve problems, their social needs are met; when they feel that the hotel needs themselves, their respect needs are met; when their outstanding performance is praised by leaders and comrades, their self-actualization needs are met. …
Therefore, after the hotel is convinced that it has arranged the most suitable candidates in the most suitable positions, it should grant him certain powers to create and provide conditions and opportunities for employees to participate in hotel management to meet the spiritual needs of employees at different levels. Maintain a virtuous circle and develop successfully. For example, the Ritz-Carlton Hotel launched the “self-directed work team” measure, which through empowering employees to exercise the power of the original superior management, creates a free space for employees to play, motivates and releases their potential, and enables them to enhance their responsibilities. The rapid growth in the process of heart and mission has greatly improved the overall service level of the hotel.
- Strengthen the etiquette of employees,
Create a “home away from home” hotel atmosphere
Service quality is the lifeline of a hotel. To achieve high-quality service in a hotel, it is a critical factor that employees have a high level of hotel etiquette. Therefore, hotel managers must be committed to cultivating the basic qualities of civility and politeness in employees. This basic quality is one of the criteria for measuring the professional ethics of hotel employees. It not only reflects the basic attitude and respect of hotel employees to customers, but also reflects a country’s spiritual civilization and nationality for a foreign-related high-star hotel. Cultural accomplishment. It can be said that any successful hotel must have a staff team with a high standard of etiquette.
(1) Realize the organic integration of service etiquette and service requirements
Hotel services include halls, reception desks, guest rooms, restaurants, bars, recreation, etc. There are several jobs, and the service requirements of the jobs vary according to the job responsibilities. Hotel management requires employees to organically integrate service etiquette and service requirements, and to integrate smiling service and high-level etiquette throughout the entire service process, and to demonstrate the overall service level of the hotel with high-level hotel etiquette.
Although hotel employees have different service positions, for the hotel, in the process of providing services to customers, each employee should let customers feel the convenience, tranquility, warmth, safety and whole-hearted enjoyment provided by the hotel. , so that customers have the feeling of “feeling at home” when they come, and the idea of ”going to think of returning home” when they leave.
(2) Build a good and harmonious relationship between employees and customers
The service provided by hotel staff to customers is face-to-face direct service. The staff’s speech, behavior, and appearance leave the most direct impression on customers, and also directly affect customers’ consumption psychology and consumption enthusiasm. It can be said that whether the service of the service staff can be recognized by the customer is the yardstick for the success of each service. When the service of the hotel meets the customer’s consumption requirements and is recognized by the customer, it means that a harmonious relationship is finally reached between the staff and the customer. Because the relationship between hotel staff and customers directly affects the economic benefits of the hotel, it can also directly reflect the level of hotel operation and management. Therefore, the relationship between hotel staff and customers has become the most important relationship among various interpersonal relationships in the hotel.
The daily management of the hotel must focus on the goal of building a good and harmonious relationship between employees and customers. Through “sand-like” management, the management activities of the management personnel are as fine, subtle and meticulous as sand, and the management work is penetrated To every process and every link, to ensure that the work of every staff member in the hotel can meet the service needs of customers, so that the hotel operation maintains a virtuous circle. Through the “sunshine-like” service of the service personnel, encourage employees to truly “think what customers think and worry about what customers need”, like warm sunshine everywhere, and emphasize emotional service and value-for-money service on the basis of standardized service , and strive to achieve the realm of meticulous and attentive service.
(3) Implement effective service recovery
One of the characteristics of the service industry is the simultaneous production and consumption. The hotel industry is of course no exception, that is, every specific consumption of a customer in a hotel is a “one-time use”. This determines that if the hotel has a fault in the process of providing a specific service to the customer, this service process cannot be repaired or remedied. However, as far as the overall service provided by the hotel to the customer is concerned, the fault in the process of providing a certain (or a certain) service to the customer can be remedied. For example, the hotel may provide remediation in another or another service provided to the same customer, and may also take special remedies such as apology, replacement, compensation, or re-service to restore the impact.
Therefore, in the operation process of the hotel, not only does the hotel require employees to conscientiously implement service standards and provide customers with quality services as much as possible, but also requires employees to pay attention to the specific reflection of customers on each service effect in the process of providing services to customers. Remedial measures are taken in time for unqualified services to ensure that customers can “come with joy and return with satisfaction”.
Of course, while doing a good job in service recovery, the hotel must carefully analyze and summarize experience and lessons for any mistakes in the actual service process, and on the basis of objective criticism, give recognition and approval to employees who take the initiative to take effective remedial measures. praise. In order to continuously enhance the service awareness of “service work is no small matter, the customer is God”, continuously improve the quality of service provided to customers at any time, anywhere and under any circumstances, and improve the consciousness of actively remedying service faults at any time, anywhere and under any circumstances. Continuously improve the overall service level of the hotel.
- Strengthen staff quality training to meet the needs of hotel development
To enhance the competitiveness of hotels, “training” is an extremely effective way. Experts agree that staff quality training is the only way to a successful hotel, and high-quality training is a high-return investment. Therefore, successful hotels take staff quality training as the key work of hotel management.
(1) Employee quality training should adhere to the diversification of methods
The hotel can adopt various methods such as service quality analysis, planned selection and training, holding training courses, organizing on-site observation, skill competition, management and service knowledge test, job evaluation, experience exchange, job cross-training, etc. Training on corporate philosophy, professional ethics, service skills, comprehensive abilities, etc.
(2) Adopt the “job cross-training method” that is both economical and applicable
For hotels, “job cross-training” is a good method that is both economical and applicable. It is a training method that allows employees to receive additional service skills to meet the needs of employees to adapt to multiple jobs. This method has been used by more and more hotels as an important means to maintain the quality advantage of the workforce and improve service quality and competitiveness. The effect of “job cross-training” is prominent in the following four aspects:
It can make up for the vacancy in the hotel in time when the business volume increases suddenly during the tourist season or when employees are sick, on vacation, and additional demands from customers cause job vacancies in the hotel;
It can effectively reduce the job-hopping of employees, help to effectively control the labor cost of the hotel, and help reduce the ideological fluctuations of employees;
It is because employees like the challenges brought by training, which reduces the boredom caused by the long-term repetition of the same work, increases the freshness of the work, and improves the enthusiasm for work;
The employees have realized one specialization and multiple abilities, the work efficiency has been greatly improved, the salary level of the employees has been improved, and the stability of the workforce has been enhanced.
After the world-famous Marriott Hotel Group adopted the cross-training management model in 2008, it carried out a large-scale staff reduction policy, compressing 30% of management positions, reducing the cost of human resources investment, increasing the annual net income by 1 billion US dollars, and making staff positions available. to be optimized. After the implementation of cross-training in Westin hotels, high-quality staff and excellent service have been confirmed by customer feedback: 82% of customers have plans to stay at Westin again, and 87% of customers are ready to use Westin. Recommended to others, which undoubtedly verifies the feasibility and efficiency of cross-training.
To sum up, a successful modern hotel, not only must have high-quality hardware, but also must have high-quality software. In order to ensure the long-term benefits and long-term development of the hotel, the hotel must adhere to and strengthen “people-oriented management”, and strive to create a high-quality staff team composed of excellent managers and excellent service personnel, so that the hotel can be in the tide of the market economy. It has stronger and stronger competitiveness and vitality.