hotel management

Chapter 27 Hotel Human Resource Management (1)
Human resource is one of the four major resources of the hotel, and it is also the most basic, important and valuable resource of the hotel.People use and control the other three major resources of the hotel - physical objects, funds and information, so as to form the hotel's reception capacity and achieve the hotel's expected goals.A hotel, no matter how perfect its organization is and how advanced its equipment is, if its employees don't give full play to their work enthusiasm, it can never become a first-class hotel.One of the most important tasks in the modern management of the hotel is to do a good job in the management of human resources in the hotel to adapt to the changes in the surrounding environment.The competition between hotels is essentially a competition for talents.Human resources management is a difficult management task. To manage and use human resources well, every manager needs to pay attention to it.A workforce with good qualities is by no means formed naturally, but is produced, maintained and developed through careful planning, organization, management and training of managers.

The first (section) concept of hotel human resources

[-]. Concept

As a branch of enterprise human resource management, hotel human resource management is based on objective laws, based on scientific principles and methods, relying on hotel organizational structure and organizational means, so that each manager and employee can correctly understand the tasks that they should complete in the organization and responsibilities, and try to mobilize their work enthusiasm to the greatest extent, develop their talents and potentials, so as to achieve the best benefits.In other words, hotel human resources management is to properly use the functions of planning, organization, command, coordination and supervision of modern management to complete the recruitment, development, management and use of personnel in the hotel.

[-]. Features

It can be seen from the definition that modern hotel human resources management is a comprehensive personnel management.It includes traditional personnel administration, modern employee motivation and management.It has the following characteristics.

1. Personnel management throughout the process
Refers to the management of the entire process of hotel staff recruitment, training, rewards and punishments, and resignation.In the process of operation and service, pay attention to the psychology of employees, understand their thoughts, and stimulate their enthusiasm.

2. All-staff personnel management
All-staff personnel management not only refers to all-staff training and assessment for all kinds of hotel personnel, but also includes the supervision and management of subordinates by all managers.Therefore, modern human resource management is not only the task of the personnel department, but should be regarded as the daily work of all managers.

3. Systematic personnel management
Refers to human resource management as a system.The system is a large system composed of recruitment system, training system, use system, assessment system, reward and punishment system and retirement system.

4. Scientific personnel management
Scientific means that personnel management should be standardized, proceduralized, institutionalized and quantified.Standardization means that recruiting employees must have quality conditions and standards, job training must have qualifications, and service work must have quality standards.Proceduralization means that personnel work is handled according to procedures.Institutionalization means that personnel management must be guaranteed by strict rules and regulations, so that recruitment, assessment, selection and other tasks can be carried out sequentially.Quantitative means that employees have reasonable quotas and quotas, and the assessment system has a scientific basis.

In short, modern hotel human resources management is a dynamic and comprehensive personnel management.On the basis of traditional personnel work, it is guided by the development and utilization of human resources, with the goal of making rational use of manpower and mobilizing the enthusiasm of employees.It has become the core content of modern hotel management.

[-]. Importance

In order to maintain the operation of business activities, the hotel must invest resources such as manpower, material resources, financial resources and information.Because the master of all things is people, only through people can we control and use other resources of the hotel.The use and management of the hotel's financial resources, material resources, and information resources are bound to be affected by the quality of human resources; human resources determine the use of other hotel resources and the effect of hotel business activities.As the saying goes, "everything depends on man's efforts". In the process of hotel management, only when "people make the best use of their talents" can "everything be wasted".

The importance of human resources management in hotel management can also be reflected in the particularity of hotel products.Hotels are a special case among labor-intensive enterprises.The products provided by the hotel are mainly the services provided by people directly to the guests.The quality of service products depends not only on the skills and techniques of service product production, but more importantly, on the service attitude of the producers who provide service products.If a waiter has mastered the skills and techniques of service, but for various reasons, does not achieve "service with a smile", then the service products provided by the waiter cannot be regarded as high-quality.Shrewd hotel managers will realize in the practice of hotel management that the key to running a hotel is to do a good job in human resource management.

The second (section) how to recruit suitable employees

The continuous turnover of employees makes the hotel constantly generate vacancies.Employee turnover includes the retirement of old employees; natural attrition due to unexpected events; employees entering other companies or hotels for various reasons.In addition, due to expansion, renovation and other reasons, the hotel will also have staff vacancies.The vacancies of employees (including those working at all levels) arising from the above reasons must be filled through recruitment.

Recruitment work (or called recruitment and selection work) formulate a set of screening methods and steps according to the human resources plan, the hotel's business objectives and policies, which is an important prerequisite for recruitment.The ultimate goal of recruitment and job selection is to put the right employees in the right jobs.Therefore, hotel recruitment is not limited to recruiting employees from outside the hotel (recruitment from outside the hotel is called external recruitment), but also includes promotion and transfer of existing employees within the hotel (called internal recruitment).

[-]. Internal recruitment

When a position or position in the hotel is vacant, the promotion or transfer of the original staff should be considered first.The advantage of this method is that it can provide incentives and cultivate a sense of loyalty. At the same time, the promoted employees are familiar with the working environment and can quickly adapt to new jobs and open up new prospects.However, it is not conducive to the introduction of new ideas. At the same time, a large number of managers promoted from within the hotel will also lead to complex interpersonal relationships, intensified interpersonal conflicts, conservative business ideas, and unfavorable consequences such as sticking to the rules, and thus produce injustice and patronage.Generally speaking, if the internal management system of a hotel is effective and the employees have a good style of work, when the hotel does not want to change the current situation, it can use internal recruitment to recruit employees; on the contrary, if the internal management efficiency of the hotel is low and the atmosphere is not good, the hotel will If you want to change the current bad situation, you can choose the way of external recruitment.

There are mainly two ways to recruit within the hotel: the promotion of internal staff and the transfer of internal positions.

([-]) Promotion of internal staff in the hotel

Promotion can not only put employees with management skills in suitable positions, but more importantly, it can motivate employees to work.However, whether the promotion of the hotel's internal staff can really play a role in motivating the employees to work hard depends on whether the hotel's internal promotion work is done well.If the promotion work is not done well, not only will it fail to motivate employees, but it will be counterproductive.Therefore, the human resources managers of the hotel must first overcome the influence of "emotionalization" subjectively, and truly appoint people on their merits, and secondly, they must master good methods for internal promotion.

1. Four Principles for Elevating Candidates

Determining promotion candidates is the basis for doing a good job in promotion.Inspecting whether an employee is qualified for promotion must be strictly in accordance with the "principle of commensurate talent and position".Specifically, it includes the following four aspects.

(1) Personal talent.When inspecting a candidate for promotion, we must first inspect his (her) knowledge.As a future hotel manager, you not only need to master the necessary working knowledge, but also have extensive knowledge.

The second is to examine the ability of the candidate to analyze the problem.The ability to analyze problems is essentially a reflection of potential and developmental abilities.Because the general evaluation of employees is often based on the assessment of past work.And past job performance can only indicate what skills employees already have.However, being able to proficiently use the skills he has mastered does not mean that he has potential and development capabilities.Once a candidate is promoted to a higher-level or more important job, whether he is competent for the new management job, in addition to training him for the new position, the decisive factor is whether he has potential and development capabilities.

Finally, it is necessary to examine and improve the management ability of candidates.Management ability is the ability of managers to unite others, work with others, and get work done through others.Obviously, a good waiter does not necessarily make a good manager.The standard of an excellent waiter is to do one's own service well, while the standard of an excellent manager is how to let others do a good job of service.

(2) Personal morality.Investigate whether promotion candidates meet the standards of both ability and political integrity.Because the manager is a "leader" figure within the scope of his management, his moral behavior and even his personal private life are always watched and imitated by the employees.

(3) Individual work performance.Investigating the work performance of the promotion candidate is the assessment and evaluation of the original job of the promotion candidate, and the competence of the future work cannot be proved by the good work performance in the past.When evaluating work performance, it is necessary to pay special attention to the degree of hard work of the candidate. If an employee has strong work ability and good work performance, but he does not try his best to work, it cannot be considered that the employee's work performance is good. .

(4) Individual working years.Working years refer to the working time of the promotion candidate in the original position of the hotel, that is, the working experience.The reason why seniority is a condition for consideration is that the accumulation of any work experience requires a certain number of years of work as a guarantee.Too short working life and frequent promotions are not conducive to the growth of employees themselves.Furthermore, if the promotion candidate's qualifications are too low, it will easily dissatisfy other employees, which will also increase the difficulty of his job after promotion and affect the management effect.Working seniority is generally a factor to be considered when promoting employees, but it does not mean that promotion must be based on seniority.If an employee does meet the above-mentioned conditions, it is entirely possible to make an exception for promotion, and there is no need to be afraid of promotion because of insufficient qualifications.

2. Test Boost Candidates
To examine a candidate for promotion, it is easier to judge his past work performance, but it is difficult to measure his potential ability and development ability.However, the potential ability and development ability play a decisive role in whether the promotion candidate can be qualified for the promoted job position. Therefore, when recruiting employees in the hotel, the candidate must be tested to examine his management quality, that is, to determine his analytical problem Ability, decision-making ability, leadership ability, interpersonal sensitivity, etc., and determine whether he really has the potential for improvement.At the same time, the test results can be used as the basis for future work arrangements, so that everyone can do their best and everyone can make the best use of their talents.

3. Identify promotion candidates
The determination of candidates for promotion is based on the test, and the non-quantitative questions are transformed into quantitatively comparable questions by the method of "scoring".

Candidates for promotion have their own advantages in terms of personal ability, morality, work performance and working years, etc., and different abilities are reflected in the test. In order to avoid one-sidedness, it is necessary to make each promotion candidate comprehensively comparable (fact In general, only with comprehensive ability can management talents be brought into play, and it does not depend on a strong ability in one aspect).

([-]) Job transfer of internal staff in the hotel
There are five main reasons for the transfer of employees within the hotel.

First, adjust the original organizational structure.Due to changes in the hotel's business environment, the original department may be reorganized.For example, the hotel originally had two departments: the general service desk (including the front office) and the customer department.In order to achieve the purpose of facilitating management and reduce incongruity, the two departments were merged into the guest room department.New departments may also be established to adapt to changing operating environments.Some employees may have job transfers.

Second, in order to enhance the adaptability of employees (especially for smaller hotels), enable employees to master two or more operational skills, and it is also possible to train employees by taking turns.This transfer is temporary.

Third, due to the transfer of work interests of some employees, they lose interest in their original jobs.In order to mobilize their enthusiasm for work, if possible, the method of job transfer can be used to rearrange employees to jobs they are interested in.

Fourth, some employees may be put into work after training, and after a period of time, it is found that the skills they have mastered are not suitable for work performance, and these employees should be transferred to work.

Fifth, if it is found that some employees have serious interpersonal problems in the original work department, which is not conducive to their work enthusiasm and personal development, these employees should also be transferred to provide them with a new working environment.

[-]. External Recruitment

酒店外部招聘的主要渠道有：（1）各种旅游学校的毕业生；（2）酒店员工的推荐介绍；（3）主动申请来酒店的工作者；（4）各种职介所或交流会；（5）广告。

Each of the above-mentioned channels has its own advantages and suitability.It is generally believed that students who are interns in a hotel and graduated from tourism majors are the best.Because they have clear career goals, they not only have professional and technical knowledge, but also understand and be faithful to hotel work.The second is the candidates recommended by the hotel staff. These recommendees often have good qualities and love hotel work. After taking office, they are easily accepted by the original informal organization. Formal "teachers" speed up the adaptation of new employees to work, followed by applicants who actively ask to work in the hotel.The above three channels can be exempted from advertising and recruitment expenses.

Newly opened hotels require a large number of employees and many types of work. The above three channels are not enough. Advertisement recruitment and employment agency recruitment channels are also needed.The advantages of advertising are timely dissemination and wide coverage, and there are many candidates, but it costs a lot and requires a lot of work.

Employee recruitment advertisements generally use regional newspapers (except for managers, especially senior managers, and special skilled personnel), such as local daily newspapers, evening newspapers, business newspapers, especially newspapers on weekends.

The design of job advertisements can be divided into two categories: one is suitable for the recruitment of a large number of employees before the hotel opens; the other is suitable for the recruitment of a small number of vacancies after the hotel opens.

[-]. Interview

The questions that need to be considered in the recruitment interview can be divided into three stages, namely, before the interview, during the interview and after the interview.

(1) Questions to consider before the interview:
(1) Determine the purpose of the interview, understand the situation, evaluate and select;

(2) Formulate an outline for use in interviews;

(3) Determine the interview time that is convenient for both parties;
(4) Notify the subjects of the purpose and requirements of the interview, including the required documents and circumstances;
(5) Study all the materials of the subjects and take notes to avoid omissions;
(6) Sufficient preparation time should be provided for the person to be interviewed;

(7) Choose a good interview location. The interview location must be spacious, tidy, clean and orderly, and it should be quiet and free from interference.If the interview place is chaotic, noisy or crowded, on the one hand, the effect of the interview will inevitably be affected, and on the other hand, it will also leave a bad impression on the applicants about the company.

(2) Questions that must be considered in the interview:
(1) Serious and responsible;
(2) Create a relaxed and pleasant atmosphere and keep the interviewee calm;
(3) If possible, be direct when asking questions;

(4) Asking questions should be instructive, don't be satisfied with simple answers of "yes" or "no", ask questions of explanation or description;

(5) Obtain pertinent and correct answers to the questions raised;

(6) Let the subjects have sufficient time to think when answering the questions;
(7) Don't sing a one-man show, but be good at listening;

(8) Don’t interrupt the subject’s statement casually, let him finish speaking as much as possible;

(9) Ask more about "why" and "how";
(10) Let the subjects answer one question before starting the second one;

The language should be concise;
Don't expose your views and emotions, it is you who understand the other party, rather than letting the other party understand your tendencies;

If the subject's answer is not clear enough, you can summarize your understanding for clarification, but don't say what he didn't say;

Do not echo or chatter;
If in doubt, ask immediately;

Be clear about your goals and tasks, and cherish your own and the time of the subjects;

At the end of the interview, give the interviewee the opportunity to ask questions;
Vigilance is to be maintained both before and after formal interviews, and all contact with subjects is of an "evaluative" nature.

(3) Frequently asked questions in interviews:
(1) Why do you want to find a new job or quit your original job?

(2) What are your short-term and long-term goals?What are your plans for the next 5 years?
(3) What are your satisfaction and dissatisfaction with your original job?
(4) What aspects of the former leader do you appreciate, and what do you think he did not do well enough?
(5) What are your strengths and weaknesses?Can you give at least three examples in each area?

(6) Talk about your work and other achievements?
(7) How long will it take you to make meaningful work achievements for my hotel?

(8) If you could restart your career, what are your plans?
(9) Talk about some of your mistakes.

(10) What qualities do you think a good manager possesses?
Why do you think you have personal management skills?
What kind of books do you appreciate?What do you think is the best book of the past year?
What do you want from the people you lead?Why?
What was your favorite subject in college?What subject do you not like?
Why are you interested in this position in this hotel?
Besides work, what are your interests and hobbies?
(4) Record of questions in the interview
(End of this chapter)