Ten things that hotel human resources should do well
Hotel human resources are the most valuable resources and play a decisive role. The quality of hotel human resources work directly affects the survival and development of the hotel. The human resources director of the hotel shoulders the great mission of realizing the strategic goals for the hotel and creating a rich life for the employees. The perfect hotel human resources director should do the following ten tasks:
01
HR Strategic Planning
Human resource strategic planning is the starting point of human resource work, a guideline for personnel action and a work program. Before formulating a human resource strategy, a detailed survey and analysis of the current situation of human resources must be done.
In terms of strategic choices, there are mainly leading, following and different types.
Leading type means to be at the leading level of the industry or business community in terms of recruiting, cultivating, employing and retaining people.
The follow-up type refers to selecting a target hotel, and all human resource management work is carried out with reference to the method of the target hotel.
Differentiation mainly refers to choosing a different strategy from competitors in order to achieve surprising success and difficult to compare with competitors.
Small and medium-sized enterprises that build new hotels are suitable for adopting differentiated strategies. Except for excellent brand hotels in the industry, most hotels are suitable for adopting follow-up strategies to achieve the effect of improving efficiency, reducing costs and reducing risks. The human resources director should design a practical, flat and simple organizational structure according to the hotel’s human resources strategy, and write clear and clear job responsibilities, job authority and incentive mechanism.
02
Recruitment and configuration
Recruitment is the beginning of human resource management.
In terms of recruitment, the human resources director should provide employees with more opportunities for promotion based on the principle of internal recruitment, social recruitment, and headhunting recruitment for all positions. In terms of personnel allocation, it is necessary to organize relevant departments to jointly formulate a reasonable personnel establishment, and encourage employees to rotate and move reasonably within the group, but must adhere to the principle that no promotion or promotion is not allowed for positions that have not trained successors. change positions
That is to say, those who want to be promoted or changed posts must first train their successors. In terms of recruitment channels, internal recruitment, talent agency, on-site recruitment, online recruitment, campus recruitment, employee referral, advertising recruitment, headhunting services, etc. should be selected reasonably.
The principle of selecting recruitment channels is based on the job level and work area, taking into account the principles of practicality, speed and economy. In terms of talent selection, a combination of interviews, written tests, talent assessments and group interviews is adopted to ensure that no wrong person is seen or misunderstood. Newly recruited employees are best organized to participate in the preliminary test, talent assessment and interview; newly recruited managers above the manager level must also be interviewed by more than three members of the management committee, and more than half of the judges agree to pass.
In terms of talent recruitment, education is more important than ability, and seniority is more important than performance. Strictly implement the talent recruitment avoidance system and the entry medical examination unqualified veto system.
03
training and development
Training is the power source for the longevity of the enterprise and the charger for the growth of employees.
Effective training is an important guarantee for the common development of the hotel and its employees. The human resources director should establish a practical and complete training system, formulate a special training budget, formulate specific training objectives, and comprehensively promote the training work.
The training content is divided into four parts: including culture and strategy, vocational skills, professional skills and management skills.
In terms of training time, we strive to achieve a total of 12 days of off-the-job learning time per person throughout the year, that is, to ensure one day of study time per month.
At the training level, it is divided into four categories: including executive training, middle-level training, staff training and worker training.
The training is divided into induction training, on-the-job training and promotion training.
In terms of training channels, it is divided into on-the-job internships, amateur self-study, classroom training, expatriate training, MBA training in cooperation with universities, visits and inspections, hotel exchanges, external lecturers, entry guides, masters and apprentices, etc.
In terms of employee development, two development lines, administrative and technical, are formulated. Administrative aspects can be developed according to the lines of workers, staff, directors, managers, directors, general managers, and presidents; technical aspects can be developed according to the lines of workers, technicians, technicians, assistant teachers, engineers, senior engineers, and chief engineers. The two lines can be crossed in parallel, and managers and professional technicians of the same level can enjoy the same benefits.
The human resources department should help employees formulate career plans and organize relevant training through three aspects: talent assessment, personal training needs investigation, and hotel job requirements, so as to ensure the common development of employees and the company.
04
Performance and Incentive
Performance management is the lifeblood of human resource management.
Employees can create value for the hotel and bring performance to the hotel. Employees are resources, capital and wealth. Whether it is to create value directly or indirectly, as long as it can create value, the employee’s remuneration is an investment, otherwise it is a cost or waste.
Incentives are the gas station of human resource management.
Through an effective incentive mechanism, the potential of employees can be developed and the performance of the organization can be improved. Otherwise, if you do more and do less, do good or bad, or do not do the same, or the performance appraisal and incentive mechanism cannot be objective and fair, the enterprise will be difficult to survive and develop. Effective performance management must be used to ensure that the able ones will be promoted, the mediocre ones will let the incompetent, and even those whose performance improvement cannot keep up with the development of the hotel should be eliminated according to the principle of mandatory sorting and elimination. Only in this way can the hotel be built to last and develop steadily.
The human resources department should increase the intensity of performance management and incentives, insist on the combination of quantitative evaluation and qualitative evaluation, result evaluation and behavior evaluation, personal evaluation and superior evaluation, quarterly evaluation and annual evaluation, personal income and hotel evaluation. Combine benefits, strengthen result orientation, and focus on behavior control. Gradually increase the proportion of performance pay, and comprehensively consider short, medium and long-term incentives.
05
Salary and benefits
Salary and benefits are the golden handcuffs to keep people.
Compensation and benefits adhere to the principles of external competitiveness and internal fairness, and give full play to the role of compensation and benefits in terms of security, competitiveness and incentives.
There are four basic principles for the formulation of salary standards: position-based, qualification-based, market-oriented, and performance-based.
The hotel will take the post as the core, establish a post evaluation system, conduct objective and fair evaluations for each post, formulate reasonable salary standards, and maintain a certain flexibility under the premise of equal pay for equal work. For the same position, people with different qualifications and abilities have different salaries. For the same position, the salary is different at different stages and when the salary level of the talent market changes. The same position, the same qualifications, in the same effective company, due to the different performance of the individual, the remuneration will also be different.
In terms of welfare, the hotel will gradually improve collective welfare and individual welfare. Group benefits such as room and board, transportation, paid holidays, etc.; individual benefits such as learning opportunities, housing loans, sickness subsidies, etc. On the basis of the existing benefits, the human resources department will gradually improve the following five employee benefits: warm family (such as housing loan), happy life (such as travel vacation), unlimited family (such as visiting relatives), healthy life (such as medical examination insurance) ), personal growth (such as visiting and learning), etc.
The director of human resources should reasonably adjust the wages of employees according to market conditions and corporate benefits, but the growth rate of wages shall not be higher than the growth rate of the hotel’s profit, nor the growth rate of the hotel scale. In other words, in order to increase wages quickly, we must work together to make the enterprise stronger and bigger, and improve the profitability of the hotel.
06
Employee Relations
Establishing a harmonious labor-management relationship is the foundation for a fast and stable hotel.
The relationship between employees and the hotel is based on the labor contract, with work as the content and remuneration as the result. Through a series of ways and means, the Human Resources Department aims to create a harmonious labor-management relationship that originates from work and is higher than work. Create a sense of belonging for employees to take the company as their home. Establish unimpeded and unbounded communication relationships, continuously improve employee satisfaction, and improve corporate cohesion and centripetal force.
The employee relations specialist should have a deep understanding of the work and life of each employee, think about what the employee thinks, be anxious about the employee’s urgency, and solve the problems in the employee’s work and life in a timely manner. Including work relationship, work pressure, job ability, training needs, life problems, family problems, psychological problems, personal growth, etc. The employee relations specialist should become a good teacher and a good friend of the employees, a friend in life, a helper in work, and truly solve problems for employees. Through employee relationship management, every employee can work happily, live happily, and enjoy a healthy and happy life.
07
hotel culture
Hotel culture is the soul of the hotel and the spiritual pillar of the hotel.
Written or not, any hotel has its own culture. Hotel culture is the code of conduct and work habits of a hotel employee. It mainly includes the hotel’s purpose, goals, mission, vision, values, standards of life and work, hotel songs, hotel logos, hotel images, etc., as well as basic requirements in terms of people, finances, and materials.
Hotel culture is displayed through certain carriers, such as rules and regulations, slogans, and colorful cultural and sports activities. Through thought into system, through system into procedure, through procedure into action, through action into habit, through habit into culture. Excellent hotels have distinctive hotel culture. Such as daily morning meetings, weekly summaries and plans, monthly collective flag raising ceremony, quarterly performance appraisal rewards and punishments, every year at the beginning of the pledge meeting, every year at the end of the summary and commendation meeting, etc.
08
Promotion of hotel HR informatization
Informatization is the highway for hotel development.
Only through informatization can the hotel share resources and carry out work efficiently and quickly.
Human resource informatization mainly refers to the management of human resource work through the human resource management system, crossing the boundaries of time and space, so that employees and enterprises are closely integrated. Information is smoother and communication is more convenient. It mainly includes online posting of recruitment information, online filling and delivery of resumes, online talent assessment, and interviews and employment through the video system.
The vast majority of human resource management jobs can be done online. Employees can check their relevant information at any time, such as salary stubs, training records, vacation records, etc., and can also modify the changed information in real time, such as contact number, education, marital status, mailing address, etc.
Managers can instantly inquire about their subordinates’ personnel information through the hotel HR system, such as weekly work summary and plans, performance plans and assessment results, various employee information and related statistics, etc. Linking the human resources management work with the website, mailbox, and mobile phone through the hotel HR system is the advanced stage of human resources informatization. If you receive an email, you will receive a text message reminder, and you can receive a customized blessing text message on your birthday, and your salary will be credited to your account. You will receive SMS reminders, social insurance will have SMS reconciliation, etc.
Employees can also log in to the hotel’s HR system to learn about various information released by the hotel, such as meeting approvals, announcements of rewards and punishments, and document systems. What is more important is to promote the simplicity and efficiency of human resource management through HR informatization, realize the query function of real-time inquiry of various information; realize communication functions such as mail, SMS, BBS, QQ; realize online performance management, online training, and online auditing. Office informatization functions such as documents and online reimbursement.
09
Optimize the working environment
The working environment includes the hard environment and the soft environment in which employees live.
The hard environment mainly includes office space, office equipment, dining environment, accommodation conditions, leisure places, shopping environment, traffic environment, geographical location, etc.
Soft environment mainly refers to interpersonal relationships, work pressure, learning atmosphere, and forms of communication. Hard environment transformation is difficult, but it can be supplemented by soft environment. Although the soft environment does not need to pay much economic cost, it is difficult to transform and requires time and energy to improve.
Human resources directors should try their best to improve the working and living environment of employees, so that employees can work happily and live comfortably. The work of improving the working and living environment of employees includes: for example, in terms of hardware, there are office, dormitory, and canteen decoration and selection, dormitory installation of 200-card telephones, installation of TVs, creation of garden factory areas, addition of green plants to offices, purchase of shuttle buses, construction of fish pond fountains, etc., software In terms of building a hotel website, opening an enterprise mailbox, holding employee forums, establishing an employee reception day system, setting up employee progress mailboxes, organizing employee physical examinations, purchasing HR systems, opening broadband Internet access and wireless Internet access, etc.
10
employee satisfaction
Employee satisfaction is a comprehensive reflection of people-oriented.
By implementing the employee satisfaction project, employee satisfaction has been steadily improved, and the company’s human resource management work will have fundamental changes. Guided by the results of the satisfaction survey, the Human Resources Department has gradually improved human resources management and increased employee satisfaction item by item. Through the investigation of several issues related to human resource management, it can fully reflect the needs of employees in human resource management, and provide a basis for human resource management. Only by improving employee satisfaction to strengthen human resource management, is the real people-oriented.
To run a hotel is to manage employees and customers. Managing employees is all about trying to improve employee satisfaction. Employee satisfaction determines the development speed of the hotel. The problem of people is the biggest problem of the hotel. The solution of all problems starts from solving the problem of people. Treating customers well starts with treating employees who serve customers well. Employee satisfaction comes first before customer satisfaction.
An excellent human resources director should promote the hotel to adhere to the core values of “people-oriented”, attract people with the employer brand, cultivate people with the creation of opportunities, make good use of people with the incentive mechanism, and retain people with career development. Adhere to the mutual growth of employees and the hotel, gradually improve employee satisfaction, build the best employer brand, build human resources into the hotel’s core competitiveness, and ensure the hotel’s rapid and steady development.