The first chapter is the preface.
The second chapter is the present situation of high turnover rate of hotel employees in China.
The third chapter is the reason for the high turnover rate of hotel employees.
3. 1 hotel reasons
3.2 Employees' own reasons
3.3 Market reasons
3.4 Social conditions that determine employees' job-hopping motivation
Chapter four: The influence of high turnover rate of hotel employees.
4. 1 Staff turnover will affect the service quality of the hotel.
4.2 High staff turnover rate will increase the hotel's human resource cost.
4.3 The high turnover rate will also cause the hotel staff to be unstable, distracted and difficult to manage.
4.4 Staff turnover may damage the hotel business.
4.5 Staff turnover will greatly affect morale.
The fifth chapter analyzes the measures to reduce the high turnover rate of hotel employees in China.
5. 1 Establish people-oriented management ideas
5.2 Accelerate the development and management of hotel human resources and improve the overall quality of employees.
5.3 Improve hotel welfare and improve bonus distribution system.
5.4 Establish the entrepreneurial spirit of the hotel, cultivate corporate culture and create a sense of belonging for employees.
5.5 Pay attention to career management
5.6 Hotels should improve the age structure of employees.
5.7 Let people do their jobs well and do their best.
Chapter VI Conclusion
Abstract: Any hotel must have the resources to maintain its business activities if it wants to stand on the society and get development. Among these resources, human resources are the most important resources and wealth of hotel enterprises. However, at present, the development of human resources in China hotel industry is not ideal, mainly due to the high turnover rate of employees. The main reason is the existence of the hotel; There are also reasons for employees themselves; There are also market reasons; Of course, there are also social conditions that determine the motivation of employees to quit. These reasons have a serious impact on the hotel industry, which will lead to the decline of hotel service quality; Raise the cost of human resources; Make hotel staff unstable; Greatly affect employee morale; Damage the hotel business.
Therefore, this paper analyzes these reasons and their influences, and gives some suggestions.
Keywords: China hotel industry; Human resources; Employee turnover rate
The first chapter is the preface.
I did a survey in the human resources department of a hotel for about 2 weeks. During the investigation, I found that the turnover rate of hotel employees has been very high. Employees submit their resignations almost every few days, and the hotel recruits new employees from Xiamen's talent market every week. Therefore, I want to make an in-depth study on the present situation of human resources development in China hotel industry.
Any hotel must have the resources to maintain its business activities: human resources, material resources, financial resources, information resources and intangible credit resources unique to the service industry. Among all kinds of resources used in hotels, human resources are the most important. It can be said that the use and management of human resources is the most important management activity of the hotel.
However, at present, the development of human resources in China hotel industry is not ideal. The main reason is that the staff turnover rate is too high, which leads to the inefficient utilization of resources such as financial resources, material resources and information, and it is difficult to effectively guarantee the service quality and commodity quality. The high turnover rate of employees has always been a difficult problem for all enterprise managers, and now this problem has attracted the attention of hotel management. How to solve the problem of high employee turnover rate has become the most urgent problem at present.
In this regard, based on what I have seen and heard in the process of investigation, this paper will take the human resources departments of several hotels visited as examples, and refer to the successful experience of international brand hotels on this issue, and put forward some humble opinions on the reasons, effects and how to solve the high turnover rate of hotel employees in China.
The second chapter is the present situation of high turnover rate of hotel employees in China.
As a labor-intensive industry, it is normal for hotels to have a higher turnover rate than other industries. From the perspective of the whole society, the flow of hotel employees is conducive to the rational allocation of human resources, thus improving the efficiency of the use of human resources.
From the hotel's point of view, moderate personnel flow can optimize the internal personnel structure of the hotel and make the hotel full of vitality and vitality. Appropriate personnel flow can inject new vitality into enterprises and bring new business ideas. But the high turnover rate of employees will increase the management cost of human resources, which is not conducive to the formation of corporate cohesion and corporate culture.
The turnover rate of some internationally renowned hotels is about 10%- 15%. A survey of some star-rated hotels in 23 cities in China by china tourism association Human Resources Development and Training Center shows that the turnover rates of hotel employees in recent five years are 25.64%, 23.92%, 24.2%, 22.56% and 23.4 1% respectively, with an average turnover rate as high as 23.95%. According to statistics, the average turnover rate of hotel employees in Beijing, Shanghai, Guangdong and other regions is around 30%, and some hotels even reach 45%. Among them, the turnover rate of highly educated talents is the highest. The survey also mentioned that the turnover rate of tourism graduates from a university in Shanghai was as high as 50% in the first year after being assigned to a hotel, and only 20% stayed in the hotel industry after three years. There are 10 hotels in Hangzhou that have recruited 168 college students in the past three years, and now they are losing 1 1, with a loss rate of 66%. Among them, he left in less than 8 1/year.
In several hotels I visited, I found that the staff turnover rate of each hotel is too high to varying degrees. The most serious thing is that some three-star hotels, most of which are domestic-funded enterprises, lack perfect management systems, resulting in staff turnover almost every day and recruiting a group of employees almost every week. As international hotel brand groups, Hilton and Ramada are not as serious as above, but this phenomenon exists to varying degrees. The concierge manager of Nanjing Jinling Hotel told me that almost every month they have to leave a group of people, sometimes two or three, and sometimes there are 10 people.
The following will deeply analyze the reasons for the high turnover rate of employees.
The third chapter is the reason for the high turnover rate of hotel employees.
There are many reasons for the high staff turnover rate in the hotel industry in China, including hotel reasons, such as staff salaries and benefits, hotel internal management system, poor communication channels, disharmony in working environment, lack of planning for talent growth, and poor hotel image.
There are also reasons for employees, such as high expectations for hotels, influenced by traditional concepts, and different value orientations between enterprises and themselves.
Of course, there are also market reasons and social reasons that affect employees' job-hopping motivation.
In detail, there are mainly the following points:
3. 1 hotel reasons
3. 1. 1 The salary and benefits of employees are too low.
Welfare treatment is the most basic condition to meet employees' job requirements and arouse their enthusiasm for work. Hotels should first meet the physiological and survival needs of employees, and care for and satisfy their food, clothing, housing and transportation.
Compared with other industries, the salary of the hotel industry is at a lower level. Because of the low threshold, people can engage in the hotel industry without high education, so their basic salary level is probably around 800 yuan. In a foreign-funded enterprise, not bad. Generally, the basic salary of department heads in domestic-funded enterprises will not be higher than 2000 yuan.
In the case of low wages, many hotels do not arrange accommodation except for working meals, which makes many foreign employees have to pay their own rent, and some have to move because of the big difference between expenditure and income.
At the same time, the wage gap between temporary workers and regular employees in some hotels is too large, which has also caused some personnel to flow. It is understood that the monthly basic salary of temporary workers is less than RMB in 400 yuan.
I have investigated the human resources department of Ramada Changsheng Hotel in Xiamen and have a better understanding of the basic salary of this hotel. I have also been to other hotels in Xiamen, and found that the basic salary of ordinary hotel employees is less than that of 800 yuan, and all walks of life in Xiamen are at a low level.
3. 1.2 The internal management system of the hotel is not perfect.
The so-called internal management system here is mainly aimed at the performance appraisal and promotion appraisal of hotel managers. Examining whether the promotion is fair will have an impact on the enthusiasm of employees. For example, if employees with poor past performance and no contribution to the hotel are promoted to higher or more important positions, it will arouse the resentment of employees with good performance and dampen the enthusiasm of employees.
Most employees in the hotel industry come from other places (provinces), and there are no relatives and friends in the local area, so there is no so-called "relationship". If the hotel gives priority to employees with "relationships" every time it selects outstanding employees, it will also cause the anger of other employees. Some employees can only endure temporarily when there are few employment opportunities, and then leave the hotel when they have a good unit; Other employees may immediately re-select jobs.
In May this year, I visited the Hilton Nanjing International Hotel through my friends and asked several familiar employees. They all had this mentality to varying degrees. Colleagues who come in together often ask for leave, but because they are the family members of a manager, their promotion speed is particularly fast, their work is easier than others, but their salary is higher than others. This makes other employees feel very uncomfortable.
3. 1.3 Poor communication channels
The lack of communication between leaders and employees leads to tension between employees, mutual suspicion between superiors and subordinates and colleagues, and the sense of conflict caused by excessive competition is prominent. It strengthens the concept of "teaching apprentices and starving teachers" and weakens team spirit and cooperation consciousness. When they encounter problems, they first push their responsibilities clean, and even pass the buck and blame each other in front of the guests. The loss of staff makes the hotel in an unstable state, and the employees are in a state of panic. They are on tenterhooks all day and do not focus on serving the guests.
Many hotels put too much emphasis on individual obedience to the organization and ignore the personal needs of employees. The outstanding performance is that the boss ignores the employees' personality, hobbies and interests, does not understand the employees' psychological activities sufficiently, does not analyze them, and blindly engages in them, resulting in the inefficiency of some employees, which in turn leads to disciplinary criticism or economic punishment. In fact, everyone has their own complicated feelings and emotions. An employee can only have a good working attitude, mental outlook and attitude towards guests if he is in good mental state, stable psychological factors and optimistic mood.
3. 1.4 managers lack talent growth planning
Many domestic hotel enterprises lack the long-term concept of talent planning and the correct design and analysis of the required staff positions. Although some hotel companies recruit some highly educated talents through various job fairs every year, there is no clear training and use goal for these highly educated talents, and they hold the idea of "watching after using", and the result is either "high talent consumption", and the recruited highly educated talents cannot play their due role; Or the phenomenon of "recruiting in, not staying" caused by improper use.
3. 1.5 The working environment of the hotel is unsatisfactory.
In hotels, the working environment is comfortable and safe, and employees in departments with little physical consumption (such as finance department and front office) are relatively less mobile. However, in departments with harsh working environment and heavy tension (such as catering department and housekeeping department), the employee turnover rate is relatively large.
Among the hotels I have been to, the turnover rate of the catering department and the housekeeping department is the highest, because their salaries are lower than other departments, and even if they are similar, the workload they do is heavier than other departments. Especially in the catering department, when there are large-scale activities such as wedding banquets, it is often necessary to work overtime from morning till night. Similarly, the finance department will set up a cashier's office in the restaurant. The cashier's work intensity is much lower than theirs, but the salary is about twice that of the food and beverage department.
3. 1.6 Hotel self-image
The image of the hotel itself is also one of the factors that employees consider when choosing a job. Generally speaking, the turnover of staff tends to hotels with good image, while the turnover of staff in hotels with poor image is relatively large. Like some internationally renowned brand hotels, their image is far better than that of domestic large and medium-sized hotels, and their turnover rate is far less than that of domestic large and medium-sized hotels.
3.2 Employees' own reasons
3.2. 1 reasons for traditional ideas
Influenced by traditional ideas, some employees think that the service they are engaged in is inferior, so once they have the opportunity, they will try to work in other industries. In addition, hotel work is often understood as a young profession, and it is generally believed that hotel waiters will be eliminated naturally when they reach a certain age. Under the control of this concept, it is difficult for hotel employees, especially older employees, to work with peace of mind. Coupled with the boredom of unchanging service work, they have a certain psychological imbalance in the high consumption of their clients, which leads some excellent young waiters to find other jobs when they have just had some experience.
3.2.2 Enterprises and employees have different values.
Because the hotel industry attaches great importance to work experience, hotels will arrange employees with no or little work experience in the most basic positions. Most of these newly recruited employees are junior college students, college students and even graduate students. They suddenly changed from "the darling of the ivory tower" to ordinary service personnel, and many people could not bear the huge psychological gap. In addition, the hotel lacks necessary communication with these people, and only pursues the introduction of high education, ignoring their career planning and design, leading to the brain drain of high-quality talents.
Other reasons
Some employees may also decide to change jobs for personal reasons other than work. For example, some female employees may give up their current jobs in order to take better care of their families after marriage; Hotel work is hard, and some people will quit the hotel industry for physical reasons.
3.3 Market reasons
Hotels have mushroomed, and middle and senior managers with certain management experience and engineers familiar with hotel equipment are the scarcest talents. This has intensified the "mutual digging corner" in the industry and also led to a certain degree of brain drain. The fierce competition among hotel enterprises will surely urge outstanding talents to "choose wood and live".
Man struggles upwards, but water flows downwards. Similarly, they are all four-star hotels. The salary level of Ramada Changsha Hotel in Xiamen is not high among its peers, while the salary of the Best Western Jingfu Center Hotel in Xiamen is the highest in the hotel industry in Xiamen. When I was investigating, I heard many employees privately say that if they had the opportunity, they would go to work in Beijing and Fujian because the treatment there was good. In Nanjing Jinling Hotel, this phenomenon is much less, largely because the welfare treatment of Nanjing Jinling Hotel is in a leading position among Nanjing peers.
3.4 Social conditions affecting employees' job-hopping motivation
Changes in social values
With the development of modern society, people's social values are also changing. Under the planned economy system, planning is the only means to adjust the labor force. So many employees have worked in a company all their lives. Many large factories in the northeast, father and son are in the same factory, and now they are all laid off. The concept created by the planned economy is that work depends on distribution and promotion depends on arrangement.
The market economy has broken the planned adjustment of the labor force and realized the marketization of the labor force. Market regulation has changed people's ideas. There are obvious differences in people's views on occupation and money. The marketization of China hotel industry has brought an important change to the hotel industry, which is the frequent and intensified flow of talents in the hotel industry. Now job-hopping seems to be a way to realize fashion and self-worth, and it is getting worse and worse.
3.4.2 Hotel capacity is the objective basis for determining personnel flow.
If it is still a star-rated hotel with more than 2,000 employees in the 1980s, it will be difficult for talents to jump ship. Now there are new hotels opening every month all over the country, and there are more and more foreign-related hotels with high grade, high star and high salary, which objectively provide material conditions for people to flow. This is the fundamental reason for the high proportion of personnel turnover.
Chapter four: The influence of high turnover rate of hotel employees.
Appropriate staff turnover rate, from the perspective of the whole society, is conducive to the rational allocation of human resources, thus improving the efficiency of the use of human resources; From the hotel's point of view, moderate personnel flow can optimize the internal personnel structure of the hotel and make the hotel full of vitality and vitality.
But the high turnover rate will bring adverse effects:
4. 1 Staff turnover will affect the service quality of the hotel.
A large number of employees' turnover leads to the decline of hotel service quality, and the loss of tourists, management and operation will all cause this situation. Generally speaking, employees will not be as serious and responsible as before during the period when they decide to leave but have not left. Some employees even deliberately screwed things up because they were dissatisfied with the hotel and out of revenge for the hotel. If employees work in such a state of mind, the service level of the hotel will obviously be greatly reduced. In addition, the hotel needs a period of time to find a new replacement after employees leave their jobs, and before the new replacement is in place, other employees have to help complete the work of the resigned employees, which will indirectly affect the service quality of the hotel. New employees are unfamiliar with the hotel's working environment, service process and rules and regulations, and are prone to make mistakes in their work. When the sales department and public relations department of the hotel leave, they may often take away a large number of tourists, which will lead to a sharp decline in the economic benefits of the hotel. The loss of excellent staff will have a long-term impact on hotel service quality.
4.2 High staff turnover rate will increase the hotel's human resource cost.
The human capital investment paid by the hotel from recruiting to training employees will flow out of the hotel and inject into other enterprises with the job-hopping of employees. In order to maintain normal business activities, hotels need to find suitable candidates to replace temporarily vacant positions after the loss of original employees. With the continuous loss of employees, hotels are constantly recruiting, and the recruited employees need different levels of training regardless of whether they have been engaged in the hotel industry before. Frequent recruitment and training consumes a lot of manpower, material resources and financial resources, leading to rising costs.
4.3 The high turnover rate will also cause the hotel staff to be unstable, distracted and difficult to manage.
The constant loss of hotel employees and the constant recruitment and training of hotels have led managers to often face novices, unable to fully understand their personality, ability and quality, resulting in improper work distribution, improper use and promotion of employees, and unable to mobilize the enthusiasm of employees in management.
4.4 Staff turnover may damage the hotel business.
Hotel employees, especially middle and senior managers, may take away the business secrets of the hotel after they quit to other hotels; The loss of hotel sales staff often means the loss of hotel customers. The job-hopping of these employees will bring great threat to the hotel.
4.5 Staff turnover will greatly affect morale.
The loss of some employees has a negative impact on the mood and work attitude of other employees. This is because the loss of some employees may stimulate a wider range of employee turnover and remind other employees that there are other options. Especially when people see that the lost employees get better development opportunities or gain more benefits because of the outflow, those who stay in their posts will be motivated and their work enthusiasm will be affected. Perhaps employees who have never considered looking for a new job before will also start or prepare to start looking for a new job.
The fifth chapter analyzes the measures to reduce the high turnover rate of hotel employees in China.
The high turnover rate of employees has always been a difficult problem for all enterprise managers. To this end, in view of these reasons and their effects, the following in-depth analysis, and give some suggestions.
5. 1 Establish people-oriented management ideas
The so-called people-oriented management is simply human-centered humanized management. It requires hotels to regard employees as the most valuable wealth and the most important resource of enterprises, and its central idea is to fully respect every employee. Hotels sell service products to guests, and the quality of service products directly depends on the service skills and enthusiasm of service providers-employees. Implementing humanistic management is an inevitable choice for hotel industry.
The most important thing for hotels to implement humanistic management is to know how to respect employees. Hotel managers should regard employees as flesh-and-blood people who are eager to care, understand and respect, fully respect their labor, safeguard their rights and interests and create a good working atmosphere for their work. Doing so can not only enhance their self-confidence and stimulate their enthusiasm for work, but also improve their satisfaction and loyalty to the hotel, thus greatly reducing the turnover rate of employees.
Help employees make personal career development plans. In order to adapt to the rapidly changing environment, employees need to constantly learn and master new knowledge and skills. The hotel makes personal development plans for employees to help them learn all kinds of knowledge and skills, especially professional knowledge and skills. Through the personal career development plan, each employee can evaluate his current skills and consider the needs of hotel development, so that his specialty and development direction can adapt to the changing needs of the hotel. Through this continuous personal development plan, help employees adapt to the work of the hotel and the needs of future development.
By making a good personal development plan for employees and giving them rich education and training opportunities, hotels can promote the common development of employees and hotels and reduce the staff turnover rate.
5.2 Accelerate the development and management of hotel human resources and improve the overall quality of employees.
Managers are the core strength of hotels and play a connecting role. Excellent managers have won the trust of their subordinates. By virtue of their good management ability, they tap and utilize the strengths of each employee, which has played a great role in reducing the flow of ordinary employees. Because of its great use value and radiation benefit, managers are often the objects that competitors pay attention to and try their best to dig away, which has great potential mobility. So the hotel should keep them first. If we can't retain management talents, it will not only cause huge losses to the hotel, but also make the hotel competitors stronger and affect the normal communication and cooperation between peers.
After retaining talents, hotels need to make good use of talents, and improper employment will also lead to the flow of talents. The hotel should try its best to create a working environment for them to display their talents, delegate some rights to them and give them the necessary financial and material resources.
At present, domestic hotels have quite a number of standards for star-rated hotels in hardware, but the software level is uneven, which cannot be compared with foreign star-rated hotels. The main reason is that there is still a gap between the quality of employees and the star requirements, and hotels tend to be short-term in the use of employee training. In order to reduce labor costs, most of the employees recruited by many hotels come from local counties (cities) and even migrant workers. These people's cultural quality is relatively low, and the cost of using labor force is much lower than that of using college tourism graduates, but the actual use effect is not satisfactory.
At the same time, there are some misunderstandings in the hotel staff training thought, which only emphasizes the practical ability and ignores the construction of staff's service consciousness, and has a short-term behavior tendency, thinking that it is a simple service anyway, and there is no need to make great efforts to cultivate and shape staff's service consciousness, ideological outlook and other connotative things.
In addition, it is believed that labor resources are abundant and can be replaced at any time, and employees are ideologically recognized to flow at will. The consequences are obvious. Employees have a weak sense of service, and its mechanical and blunt service is difficult to bring repeat customers to the hotel, let alone repeat customers. In this case, the benefits of the hotel are naturally poor, and the benefits obtained by employees are relatively reduced. This requires the personnel department of the hotel to change their thinking and understanding, improve the training system, put the training of managers' management consciousness and service consciousness of service personnel in the first place, and carry out serial and hierarchical training. At the same time, make long-term staff training plan, stabilize the staff and enhance the hotel image in an all-round way.
5.3 Improve hotel welfare and improve bonus distribution system.
Welfare treatment is the welfare and preferential treatment provided by the hotel to employees in various forms of wages or bonuses, including collective benefits such as bathrooms, dormitories and medical care, as well as welfare subsidies such as paid holidays, life insurance and stock purchase on credit. Good welfare treatment plays a positive role in motivating employees, ensuring service quality, improving hotel economic benefits and reducing employee turnover rate, and is an effective means of hotel management. For example, some Japanese companies attach great importance to and care about employees' housing, medical care, transportation subsidies, etc., so that every employee feels that "the company is their home"; For example, the salary of employees of Oriental Hotel in Bangkok, Thailand is the best in Thailand. For another example, there is little difference between the welfare of managers and service personnel in Guangzhou White Swan Hotel. The high efficiency and staff stability of the above hotels are inseparable from the high welfare treatment adopted by the hotels.
The reputation of the hotel comes from the hard work of every employee. High welfare benefits can help employees establish the consciousness of "I take the hotel as my home" and "I am proud of the hotel" and consciously safeguard the reputation of this special family.
On the other hand, in order to improve the bonus labor-intensive enterprises, hotels need all employees to complete the service together, which cannot be used as the bonus distribution standard, so hotels should formulate a reasonable bonus distribution system. For example, according to the degree of intellectual contribution, customer satisfaction, labor intensity, working time, technical level and other factors, employees can feel at ease with bonuses, and they can feel at ease without bonuses.
At present, work is still an important means for most employees to make a living. Since it is to make a living, people have to consider the income problem. When there is a serious mismatch between employees' efforts and rewards, job-hopping is their inevitable choice. In addition, the hotel can also increase the opportunity cost of employees' job-hopping by providing employees with generous salaries, and effectively curb the outflow of employees from the hotel. At the same time, high salary can also attract external talents to join.
5.4 Establish the entrepreneurial spirit of the hotel, cultivate corporate culture and create a sense of belonging for employees.
Hotel enterprise spirit is the spirit established by hotel managers for the survival and development of the hotel according to the characteristics of the hotel. The entrepreneurial spirit of the hotel has a guiding function, which can guide employees to strive to achieve the hotel's business objectives, and then form a consistent value. The resulting great spiritual strength will encourage employees to consciously improve the service quality, bring repeat customers or even frequent customers with high-quality services, improve the economic benefits of the hotel, and improve the welfare benefits of employees ... This chain reaction will eventually make employees fall in love with the hotel and reduce the flow.
It is not enough to retain talents only by salary. Hotels should also seize the hearts of employees. It is necessary to create an atmosphere so that the value orientation of employees is isomorphic with the entrepreneurial spirit and values of the hotel. That is, strive to make the hotel's purpose, goals and core concepts recognized and supported by employees from the heart. The formation of culture cannot be completed overnight. In order to be recognized by employees, managers should constantly publicize and instill enterprise ideas among employees, and solidify them through various ways and means. Training is a common means, and other flexible ways, such as knowledge and skills competitions and recreational activities, will make employees integrate into the enterprise in a relaxed atmosphere and have a * * * sound with the enterprise, thus gradually making their values consistent with the enterprise.
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