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On hotel human resources management

1. Introduction

The hotel industry is one of the earliest industries in China to open up to the outside world. Since the 1980s, foreign investment has entered the Chinese hotel industry. Nowadays, there are quite a number of Chinese hotels managed by foreign parties. , and the introduction of management from foreign hotel management groups is also an indispensable step in the self-growth process of the Chinese hotel industry. Foreign-managed hotels refer to Chinese hotels that are wholly foreign-owned, Sino-foreign joint ventures or wholly Chinese-owned and managed by foreign parties. Foreign hotel management groups are a valuable asset because they started early, have scientific management, and have formed advanced management systems and operating methods. China's hotels are growing rapidly and need advanced concepts to guide them. Coupled with the rapid development of China's inbound tourism market, foreign-managed hotels can better provide services to foreign tourists and make foreign tourists feel familiar and friendly. Therefore, many mid- to high-star hotels in China choose foreign hotel management groups for management, and foreign-managed hotels have also achieved relatively good operating results in China.

As one of the important symbols of China's tourism reform and opening up, foreign-managed hotels have entered a new era of mature operation and rapid expansion from tentative development after nearly 20 years of development. These hotels have shifted from focusing solely on the foreign guest market in the past to paying equal attention to domestic and international markets, moving from major cities to secondary cities, expanding from coastal areas to inland, and have begun to have an all-round impact on China's hotel industry. In addition to certain preferential policies, the reason for the successful operation of foreign-managed hotels is that their human resources strategy of making full use of human resources to gain competitive advantages also plays a decisive role. At present, there are several major hotel groups in mainland China managed by foreign parties, such as Shangri-La, Holiday Inn, Sheraton, Marriott, Hilton, etc. Its human resources management experience is worth learning from the following points:

First of all, the employment system is relatively flexible and scientific. Due to the support of local governments, there are basically no restrictions on the recruitment of talents internationally for foreign-managed hotels, and due to the implementation of a contract system, the hiring and firing of personnel is more flexible. In particular, it is less affected by nepotism and the personnel arrangement is more scientific.

Secondly, foreign-managed hotels generally attach great importance to employee training. Almost all foreign-managed hotels have independent training departments, and some have also established specialized training schools, or contacted relevant domestic and foreign institutions to train employees, hoping to improve the quality of employees through training, thereby improving the hotel's competitiveness.

Thirdly, in terms of employee benefits, foreign-managed hotels are slightly more generous. First, the wages paid to local employees are basically higher than or the same as the industry average. Second, in terms of incentive plans for Chinese employees, it is easier to make decisions based on their own business performance. However, many Chinese-managed hotels often require approval from higher-level departments due to investment reasons, making it difficult for companies to make independent decisions.

Fourth, the talent localization strategy has been successfully implemented. In the early 1980s, the number of foreign employees in several major domestic hotel groups reached as high as more than 150, accounting for 10% of the total employees. In the 1990s, as Chinese management talents matured, many foreign-managed hotels have successfully localized their talents, which has become a core strategy for foreign-managed hotels to maintain their competitiveness.

Although most externally managed hotels have achieved strong competitiveness in the mainland Chinese market due to the implementation of mature human resource management policies, there are still many problems in the actual management of human resources in foreignly managed hotels. There are some problems:

1. Difficulties in implementing the salary model caused by cultural differences. The individual performance pay reward system is a common practice in the foreign hotel industry. It is based on the effective assessment of employee performance and realizes a system that links salary rewards with assessment results. It can maximize employees' work enthusiasm and give full play to their work. their potential. However, most Chinese employees are satisfied with the current salary model that is linked to job titles. Because of the influence of traditional Chinese culture, the Chinese believe that harmony in interpersonal relationships is very important. This egalitarian distribution model can just maintain harmonious interpersonal relationships, while the individual performance pay system may destroy this harmony, so its implementation has been hindered. .

2. Service quality problems caused by low employee quality.

Although the quality of hotel employees in China has greatly improved, compared with the increasingly personalized needs of domestic and foreign guests, the quality and skills of hotel employees are still far from meeting the requirements. The main reason is that employees generally have low academic qualifications and do not master necessary skills, such as foreign languages; and due to the influence of traditional concepts, most employees have no sense of identity with their jobs, thinking that it is an industry of waiting for others, and lack the corresponding professional ethics and professionalism. Cultivation, which leads to unsatisfactory service attitude and service skills - therefore, the quality of hotel industry employees needs to be improved urgently.

3. The problem of brain drain caused by employees changing jobs. Due to the openness and flexibility of the employment system of foreign-managed hotels, the employee turnover rate has always been high. Although it declined in the 1990s, the existence of another phenomenon is also worrying, that is, the turnover is mainly concentrated among middle- and high-level employees. Among them, especially college students, the proportion of job-hopping is extremely high, causing many hotel human resources departments to rather recruit vocational high school students than college students when recruiting employees. This is undoubtedly adding insult to injury for the hotel industry, which has low-quality employees, creating a vicious cycle.

4. It will take a long time for Chinese management talents to truly mature. Although many Chinese management talents have relatively rich practical experience, due to their low level of education in general, their decision-making ability is limited. Management capabilities and grasp of the overall strategy still need to be further improved. In particular, there is a lack of senior talents with overseas study and work experience and a deep understanding of Eastern and Western systems and cultures. Moreover, some employees "are convinced of the foreign rather than domestic " , which also brings certain obstacles to the work of Chinese managers.

5. Employee training often fails to achieve the expected results. Most employees do not have the awareness to actively request training and only participate according to the hotel's arrangements. This inevitably makes the training a mere formality and difficult to achieve the expected results. The only way to fundamentally solve the composition of the training team, training content and training plan arrangements. Meet employees’ needs for training time, content and format. Only in this way can employees be motivated to participate in training and cultivate qualified talents for hotel development.

6. Friction in management caused by cultural differences. The relationship between Chinese and foreign employees in foreign-managed hotels

Generally speaking, it is relatively harmonious, but there are also some problems caused by cultural differences. Fortunately, foreign managers tend to be more cooperative when making international assignments. Cross-cultural training reduces conflicts arising from cultural differences to a lower level.

The scientific human resources system theory assumes that people are born diligent. In a normal environment where there are no restrictions on the development of personal talents, people can be proactive, autonomous, and self-reliant, and employees contain the potential to solve organizational problems. Rich wisdom and innovative spirit in various problems faced. Under this assumption, simply speaking, the motivations for hotels to retain employees and maximize their motivation can be summarized as: reasonable salary, promising career prospects, pleasant working atmosphere, and opportunities for continuous learning and improvement. . Therefore, in view of the above points, the author believes that hotel human resources managers should pay attention to the following aspects:

1. Adopt "Character Characteristics Recruitment Method"< /SPAN>. Improper employee selection is the primary reason for employee job-hopping and staff turnover, and directly leads to an increase in hotel human resources management costs. therefore. When selecting employees, hotels should first segment the vacant positions and select employees who meet their personality requirements according to the different characteristics of the positions. In addition, hiring employees who are passionate, happy, and friendly is always the right choice. The Ritz·Carlton Hotel uses high-prediction methods to identify job candidates, and carefully selects them through the"Character Trait Recruitment Method" , employees in every position are highly efficient. They not only spare no effort to satisfy customers, but can also participate in the formulation of plans in their own work area. Over the past few years, the Ritz Carlton has cut its turnover by nearly half.

Second, embed core capabilities into the human resources system and completely change the traditional salary design concept. The traditional salary system can only eliminate employee dissatisfaction, but it cannot achieve the purpose of motivating employees. Therefore, remuneration should be linked to abilities and job performance to motivate employees to work. First of all, it is necessary to clarify the business strategy of the hotel. For example, the business strategy of Holiday Inn is to increase turnover, make operations successful, rebuild and unify functions, strengthen the hotel foundation, cultivate excellent corporate culture, and further explore Strategic advantage". The personal competencies discovered during the interview are then certified as contributing to the success of the hotel's business strategy. Then integrate core capabilities with the human resources system, and only capabilities are fully integrated into all systems. Including recruitment, training, performance reviews, rewards, leadership development, succession planning and career planning to achieve maximum success. Finally, develop a salary system based on abilities and introduce the ability system into the cognitive environment of new employees to clarify the hotel’s expectations for them. Holiday Inn Hotels used the competency system to successfully transform the corporate culture of its overseas subsidiaries and align its human resources strategy with the company's strategy and compensation system. For five years, profits have been growing, customer satisfaction is high, and employee turnover is high. Also very low.

Three, employee career planning. Hotels should design a career development plan for each employee; especially for high-quality talents such as college students, they should have a clear set of career development plans so that they can see the direction and goals of future development. When recruiting, college students who have potential and love hotel work should be selected. According to their personality characteristics and interests, they should be assigned to a certain department and given a period of grassroots work training. If they meet specific indicators and pass the review, they can be promoted. to a certain position, in this way, through continuous training and training, excellent management talents will be created for the hotel. Foreign management companies can also provide certain overseas training experience. Such career development plans will definitely be welcomed by college students. For example, the American Holiday Group has set up Holiday Inn University in Memphis, where managers of the Holiday Inn Group have to study for 2 to 5 weeks. The Sheraton Group has 5 training centers on 3 continents around the world to train middle and senior managers. Such training will help retain and motivate talent.

4. Cross-training. Cross-training is a training method in which employees receive training in additional service skills to meet the needs of more than one job. It is now used by more and more Western hotels as an important means to maintain personnel quality advantages and improve service quality and competitiveness. The implementation of cross-training can help hotels control costs more effectively, and can make up for job vacancies within the hotel due to sudden increases in business volume during the peak tourist season or when employee illness, vacation, or additional customer demand lead to job vacancies within the hotel. At the same time, it can also reduce the job-hopping rate of employees. Because on the one hand, employees like the challenges brought by training, which reduces the boredom caused by repeating the same work for a long time and increases the sense of freshness. On the other hand, it enables employees to be multi-talented and their efficiency is greatly improved, thereby saving labor capital. , wages rise. After Marriott Hotel Group adopted the cross-training management model, it carried out a large-scale job reduction policy, compressing 30% of management positions, reducing human resource investment costs, increasing annual net income by US$1 billion, and reaching the maximum employee size. optimization. After Westin Hotel implemented cross-training, its high-quality staff and excellent service have been confirmed by customer feedback: 82% of guests plan to stay at Westin again, and 87% of guests are ready to recommend Westin to others. This is undoubtedly The feasibility and efficiency of cross-training are verified.