How hotels retain employees

With the marketization of talent exchanges, the traditional approach of restricting the flow of talents can no longer achieve the expected purpose. Because you can't control the more attractive opportunities waving to your employees. Therefore, the goal of hotel human resources management is to find ways to control in advance who is leaving and when, so as to retain the talents needed by the company in a targeted manner, especially when a new hotel is to be opened in the area. It is good to be prepared to deal with it, just like when a flood comes, we cannot just build dams but must divert them in time. Hotels cannot only focus on hard factors such as salary, bonuses, and benefits when retaining employees. Many other soft measures can often have unexpected results.

Adapt to talent flow

Under market economy conditions, talent flow is absolute. It is understood that hotel staff turnover has been relatively frequent in recent years, and the staff turnover rate in some hotels has even exceeded 40%, which undoubtedly has a considerable impact on the normal operation of the hotel. Faced with such a realistic situation, it is better to actively respond to it than to blame others. So when we find that we can't find any way to retain certain employees, we have to learn to adapt to it. Finding suitable external resources is usually the first choice. When there is a ready supply of human resources on the market, we sometimes find that talent flow is not a terrible thing. Therefore, in addition to trying to retain old employees, hotels should also spend a considerable amount of energy recruiting new employees. If all the employees are really unwilling to move, the hotel will probably encounter even greater challenges. Of course, when looking at talent flow, we cannot simply look at how many people have left the hotel, but more importantly, whether the people leaving are the people the hotel wants to retain, and whether replacements can be found in the internal or external talent market. people.

Do not recruit extremely smart people

Yoshiaki Tsutsumi, President of Japan's Seibu Group, is a very charming and influential figure in the Japanese business community, financial circles and the public. He has an effective method A relatively unique philosophy and method of employing people, that is, not easily employing people who are generally considered to be extremely smart. He does not use smart people mainly based on three considerations: First, the common mistake that smart people make is to look down on the people around them, which causes employees' psychological uneasiness, destroys their confidence, reduces overall efficiency, and finally forms a resistance that affects the company's development. Second, smart people have stronger desires than ordinary people. Smart people have high desires, but honor, status, and interests often corrode a person's heart, which often causes conflicts in the group and destroys unity. Third, the ambition of smart people is ten times or even a hundred times that of ordinary people. Once in power, selfishness is likely to outweigh conscience, and they begin to find a way out for their own desire for power. They not only suppress the abilities of others, but may also use power for personal gain. Therefore, as a service enterprise, hotel retention should also start with recruiting people. In work practice, no hotel does not want to recruit the best employees, but in fact, those employees who have a good image, strong abilities, and high skills often have a mediocre attitude towards customer service and will not work in the hotel for a long time. It is very difficult for hotels to retain them. Therefore, the hotel should make some adjustments to its recruitment goals when recruiting employees, and recruit more employees who are more outgoing, have good attitudes, and have average image and ability, because they are relatively easier to be satisfied, more practical at work, and more capable. Value the job and position given to them by the hotel. Of course, it's also easier for hotels to keep them.

Every employee has to burn incense for a reason, and some of them are the result of the hotel paying too little attention to it. In order to prevent unexpected losses caused to the hotel by the sudden resignation of employees, the hotel usually needs to do more preparatory work. The first is to carry out some strategic talent reserves. That is, behind every key employee, including managers, there is a replacement talent. These talents can be recommended by key employees and trained by key employees. The effectiveness of cultivating reserve talents can be included in the hotel's assessment of key employees, especially managers. The second is to strengthen communication among employees. Communication is an important part of life. According to analysis, apart from sleeping, 70% of human time is spent on interpersonal communication. According to surveys, "poor communication" is also one of the main reasons why employees now change jobs.

Therefore, hotels should usually pay attention to establishing smooth communication channels and creating enough communication opportunities to strengthen communication and establish a good interpersonal relationship in the hotel. Facts have proven that a harmonious interpersonal environment and upward team spirit are of great help to hotels in retaining employees. The third is to enhance the hotel's attractiveness to employees through training. Training is an important means in modern society to promote personal growth and enterprise development. Therefore, formulating a complete training system and regularly carrying out diversified training projects are also essential for hotels to retain employees. Just imagine, if an employee who is eager for development does not get training opportunities in the hotel for several years, can the hotel retain him? A recent survey by the International Data Corporation of the United States shows that 44% of employees will choose to change jobs within a year if the company lacks training opportunities.

Let B-level people do A-level things

In the talent market, generally successful people are those who are above average but very diligent. Although the hotel does not recruit top talents in the market, and generally cannot recruit top talents, we must provide development opportunities for the talents we recruit, so that they can continuously cultivate themselves at work and become top talents, so that they will be more Be loyal to the hotel and lay a good foundation for the hotel to retain people. How to encourage hotel employees to become top talents, set moderately high work goals, "let B-level people do A-level things", and "force" employees to maximize their potential, is undoubtedly a very effective method. Just imagine, if an employee is in a working position and the job requirements and work ability are exactly consistent, and sometimes more than enough, and the employee can work with ease, he will naturally feel very satisfied or complacent, which will invisibly and ruthlessly stifle the employee's pursuit of higher goals. The will to make employees become mediocre and content. And "let B-level people do A-level things" will keep employees in a dynamic work environment of continuous improvement, striving to meet job requirements, and constantly improving themselves while working. The work challenge created by "moderately high" will make employees feel that they are valued, and thus they will be more committed and loyal to the hotel. Of course, "moderately high" requires a good grasp of the "degree" issue. If the "degree" is too low, the expected results will not be achieved, and it will easily cause employees to have a sense of distrust and resistance to the hotel, making it difficult to deal with the aftermath; while if the "degree" is too high, it will easily cause employees to have huge work pressure. Not only will the work requirements not be fulfilled, it will also make employees feel a strong sense of frustration, which will greatly dampen their enthusiasm for work and affect the hotel's service quality and overall efficiency.

Encourage internal "job-hopping"

The famous Japanese Sony Corporation publishes an internal tabloid once a week, which often publishes "talent advertisements" for various departments. Employees can freely and secretly apply for jobs. Apply for jobs, their boss has no right to stop them. This is called internal "job hopping." We all know that after a person has been doing a certain job for a period of time, he will easily become numb and rigid, take everything for granted, and his reaction will become slower and slower. In the end, he will even feel bored, and of course there will be nothing to talk about. The pressure and motivation are gone. As a labor-intensive enterprise, hotels have many jobs. Therefore, as a hotel human resources manager, if you want to change the old concept of letting employees work in the same position for a long time, you might as well learn from Sony's approach and create conditions Give employees the opportunity to work and develop across positions and departments. You must know that experience is a kind of wealth. Internal "job-hopping" will be of great benefit to improving the overall quality of employees and retaining employees. At the same time, it is also a good medicine for the hotel to improve communication and coordination between various departments and improve the overall efficiency of the hotel. square. Many hotels now have job rotation training programs, but they need to increase their efforts and enhance planning and pertinence so that they can play a greater role in retaining employees. To read more related knowledge, return to the Personnel Management column list