Regular classification
Divide everything into two categories, one is no longer used, and the other is still used. So how to divide it?
1. Determine the criteria for whether items are useful or not
When implementing the "Six Constant Methods", we must first determine the criteria for whether items are useful or useless. This is the key to classifying items. Example:
Really needed
Really not required
1. Normal machinery and equipment, electrical devices
2. Workbench, material rack ;
3. Tools for normal use;
4. Consumable supplies with use value;
5. Raw materials, semi-finished products, finished products and samples;
p>
6. Office supplies and stationery;
7. Cleaning tools and supplies in use;
8. Various useful posters, billboards, and information;
p>
9. Useful documents, forms, records, books, newspapers, magazines, and other necessary personal items.
On the floor:
1. Waste paper, debris, oil, dust, cigarette butts;
2. Machinery, equipment and tools that cannot or are no longer used ;
3. Office supplies that are no longer used;
4. Broken picture frames, plastic boxes, cartons, and trash cans;
5. Sluggish materials or expired items.
On the workbench or file shelf:
1. Outdated documents, forms, records, books, newspapers and magazines;
2. Superfluous items and damaged materials Tools and samples;
3. Personal belongings, broken platform glass, broken chairs.
On the walls:
1. Spider webs and stains;
2. Expired and worn posters and billboards
3. Outdated calendar, broken clock, useless hanging lamp.
2. Backward classification method
Another way to determine whether an item is useful is the backward classification method.
For example, in the classification of office materials, there are many materials that we don’t know whether they are useful or not. How do we classify them? You can put a red label on all office materials, and then tear off the red label every time you use a book. After three months, you will find that some of them have had the red label removed, and some have not. Tear it off, which means that the unused materials have not been used for three months. If there are still three books with red labels that have not been torn off after a year, it means that these three books have not been used for a year. This is called backward reasoning. Items that are difficult to distinguish can be classified using this method.
3. A set of tools or stationery
We often find that there are a lot of stationery placed on the desks of office workers, and the desks look messy. How should these items be classified? You can separate the necessary tools or stationery into a set, such as a pencil, a signature pen, an eraser, etc.
Put away or return the excess to the warehouse. Through this classification, you will find that there are Many things are actually no longer used, and a set of tools or stationery is enough.
In addition to office supplies and stationery, waiters’ cleaning tools and supplies can also be classified using this method.
Action: According to the classification method introduced above, classify the items in your position to see which items can be cleared and which should be retained?
Clean often
After sorting and sorting, clean up to ensure that everything is spotless.
1. Cleaning
The general procedures for cleaning are cleaning, inspection and maintenance.
(1) Types of cleaning: daily cleaning and planned cleaning
Daily cleaning: The cleaning that needs to be done every day is called daily cleaning. For example, the room attendant has to change the sheets, vacuum the carpet, and wipe the carpet every day. Tables, cleaning and disinfection sanitary equipment, etc.
Planned cleaning: You don’t need to wipe it every day, just wipe it once a week or a month, such as glass windows, air conditioner vents, etc. These weekly or monthly cleaning tasks are called Plan your cleaning.
(2) Inspection
Inspection refers to the self-inspection of cleaning personnel to check whether it is clean after cleaning, whether items are neatly placed and in place, and whether facilities and equipment are operating normally.
(3) Maintenance
If there is a problem with the facilities and equipment, repairs must be carried out.
For example, if the room attendant is cleaning the room and there is no sound from the phone, or the desk lamp does not light up, you should report it for repair.
2. Clarify the responsibilities of cleaning
Responsibilities belong to the people and the system is on the wall. Require cleaning content for each position to be assigned to an individual and posted on the appropriate wall for the system.
3. Cleaning inspection
To maintain the effect, managers must inspect and supervise the cleaning area from time to time. Some inspection forms can be drawn up to publish the inspection contents.
Regular maintenance
Maintain the results of the previous "three constants" (often classified, often sorted, and often cleaned). The best way to maintain the "three constants" is to classify without sorting, organize without sorting, and clean without cleaning.
What is classification without classification? It is to prevent unnecessary things from being produced. If we can prevent unnecessary things from being produced, we can avoid classifying them.
Example: Departmental purchase of goods
The Chinese restaurant department has a lot of materials and utensils. Suppose there is a large reception that requires 2,000 red wine glasses. After they are used, no one will follow up to manage, register, recycle, and keep them. , and there is a large-scale reception that requires 2,000 red wine glasses. No matter how much I look for, I can’t find enough, so I make a plan
and ask the purchaser to buy another 500. In this way, there are more and more new and old items in the hotel, so we need to buy them frequently. Classified storage.
Therefore, we now stipulate that when departments apply for goods, they must not only have the signature of the department manager, but also the signature of the warehouse person in charge. The main reason is that the warehouse person in charge knows whether the goods being purchased are in stock in the warehouse. There is no need to purchase, and secondly, you can control the maximum inventory of purchased items.
This also prevents the production of many unnecessary things and achieves classification without classification.
Organizing without sorting: Things need to be sorted out because they are too messy. Therefore, by avoiding messy items, sorting can be avoided. For example, the linen in the housekeeping department is tied up according to categories when folded in the washing center and is not messy. Therefore, the housekeeping department does not need to sort out the linen when collecting it.
Cleaning without cleaning: cleaning without getting dirty. For example, there is often water on the kitchen floor. Why is there water on the floor? The main reason is that the water did not drip dry after washing the vegetables. The sieve for loading the vegetables is mesh-shaped, so the water dripped onto the ground and became wet. How can we achieve "cleaning without cleaning" without water on the ground?
The method is: 1. Wait for the water on the dishes to dry before taking them to the kitchen; 2. Use a basin to catch the water under the sieve where the dishes are loaded. This will prevent the ground from getting wet.
Vegetable steam and oil stains are often found on the floor. The main reason is that the chef fills the soup and vegetables very full, and the waiter jumps around when serving the food, and the soup and vegetables will overflow, causing problems. The floor is wet and slippery. How can we clean it without cleaning? It is necessary to start from the source, that is, start from standardizing the chef's plate loading technique, and start from training the standard movements and walking postures of the waiters.
Regular norms
Regular norms mean to standardize all behaviors of employees. How should employees' behavior be regulated?
1. Job Responsibilities
The prerequisite for standardizing employee behavior is to ensure that each employee has a clear division of labor and specific job responsibilities.
2. Programming
Clarify the specific work content of each employee in the hotel for 8 hours a day, and what they should do from work to get off work, in order, so that employees can do There are rules to follow and work is carried out according to established procedures.
3. Standardization
1. All employee behaviors must be standardized: In the process of programming each employee position, the hotel must regulate everything that employees do. Make corresponding specifications.
2. All equipment has instructions for use: All facilities and equipment must be equipped with corresponding instructions for use, such as central air conditioners, kitchen meat grinders, disinfection cabinets, etc.
Thinking: Does every employee in this department clearly understand their job responsibilities? Has every position been programmed and standardized?
Regular education
Regular education means that through criticism and education, all employees can develop the "six regular" habits.
1. Standardized appearance and appearance
2. Standardized service language standards and training
3. Check the implementation of the Six Standards five minutes before leaving get off work every day
p>
Main content:
1. Check the work status of the day
2. Whether the items are returned home neatly
3. Hygiene and cleaning work
p>
4. Turn off the lights and air conditioners, etc.
4. Finish today’s work today: Every employee is required not to procrastinate, and to develop a good habit of “finishing today’s work today”.
5. Use reports and numbers to speak: The work of employees and the inspections of managers must be recorded in detail on the corresponding reports.
Humanistic management is the core of hotel management. 1
The hotel serves people, providing accommodation and catering. It is a service terminal that provides people with daily necessities. Therefore, humanistic management is also one of the cores of hotel management. What is humanistic management? As the name suggests, it is people-oriented management. We all know that "the customer is God", so the management method of traditional management and motivation is the core of humanistic management. Employees are the final recipients of customer service. The attitude and image of employees are the first impression customers have of the hotel, so employees are also one of the objects of humanistic management.
Incentives for employees are not just physical manifestations (such as sending gifts, bonuses during the holidays, etc.). At the same time, we must also pay attention to the spiritual form. Only by combining the two can we achieve the goal. desired effect.
Commonly used methods:
1. Goal (set a hotel performance goal). For a hotel, profitability is the most critical. Traditionally, it is the end of the month. Let’s look at the profitability. On the contrary, if you can announce this month's performance goals at a meeting at the beginning of the month and promise corresponding rewards, then employees will be more motivated and will actively recommend new services or new products in the hotel. Dishes.
2. Emotions (communicate more with employees, and prevent employees from bringing their personal emotions to work) Employees are people, not machines, and they will naturally be emotional. If it is not resolved in time, it will be very bad for this sentiment to spread to the entire hotel. If you set up a consultation room, try to help solve various life problems of employees. Work that makes employees happy.
Three, crisis (a sense of urgency can always make people realize their potential) and employees have a lazy mentality. In a comfortable environment, there seems to be a muddling attitude towards work, which will affect the image of the hotel. Therefore, moderate crises, such as layoffs, substandard performance, etc., allow employees to maximize their potential in their positions.
Fourth, role models (having an outstanding employee to set an example) and outstanding employee awards every month can encourage employees to compete with each other, and competition can improve the quality and job skills of each employee.
5. Rewards and punishments (rewards and punishments are clear, and employees understand). Those who have made meritorious work at work should be rewarded, and those who make mistakes cannot be dismissed with notifications and criticisms, but must be punished. Let employees know what is Yes, what's wrong. To avoid causing huge losses to the hotel in future work.
6. Material (material comfort in some lives will make employees feel warm) The year will pass quickly. At the end of the year, many hotels will hold parties, which is to make employees feel at home. Warm feeling.
Properly use these six motivation methods to mobilize employees' service enthusiasm.
Only at work can you show your best side to customers and improve the overall image of the hotel. Reasonable use of humanistic management to achieve hotel efficiency goals is the most successful performance of managers.
Hotel management | Hotel management core | Hotel humanistic management
Job functions of various hotel departments
Table of contents
1. Work of the administrative department Functions
2. Functions of the Finance Department
3. Functions of the Purchasing Department
4. Functions of the Catering Department
5. Engineering Department job functions
6. Public relations and sales department job functions
7. Housekeeping department job functions
8. Training department job functions
The work functions of the administrative department
(1) The administrative department is the functional management of the hotel department
The three major bottlenecks of talent management in the hotel industry
There are frequent losses of grassroots employees, and when recruiting It is becoming more and more difficult to find qualified service personnel. As managers, do we really realize the importance of retaining qualified employees? As a senior leader in the hotel industry, have you ever thought about the bottleneck of hotel talent management from a higher perspective? Where?
When there are frequent losses of grassroots employees and when it becomes increasingly difficult to recruit qualified service personnel, as managers, do we really realize the importance of retaining qualified employees? As senior executives in the hotel industry Leaders, have you ever thought about where the bottleneck of hotel talent management is from a higher perspective?
The leadership bottleneck is serious
The lack of leadership and management skills is the key to talent management in China’s hotel industry A serious problem faced is the shortage of experienced leaders and managers, and the more high-end positions the shortage is. At the same time, Mercer's "2011 China Employee Engagement Survey" shows that two-thirds of employees surveyed believe that leadership is crucial to motivating and retaining employees. However, according to a survey by Median.com reporters, Chinese hotel employees are worried about the overall performance of the leadership, especially their management capabilities and concern for employee well-being.
Relevant research by Mercer shows that superior leadership is one of the primary internal factors leading to the resignation of Chinese employees.
The average age of Chinese business leaders and managers is about 10 years younger than those in the same position in the West, and the management of the hotel and catering industries is becoming even younger. It is very common to walk into a restaurant and find that the management is a college student. Therefore, many hotel managers are not mature enough. Compared with their Western counterparts, the professional maturity and competency of Chinese managers who are "quick-started" in the time-compressed economic development process are not up to standard.
One result of this situation is that the manager himself is "overloaded" and can no longer take on more responsibilities or hold higher positions. The hotel's leadership resources are in embarrassment, which affects the waiters. The work of retaining and nurturing talents. Another result is that the work pressure passed on by managers to their subordinates is increasing day by day, and because they focus more on performance goals and not enough on the career development and well-being of their subordinates, this will inevitably lead to the loss of talent over time.
Shortage of highly skilled and experienced talents
The shortage of highly skilled and experienced talents is reflected in all walks of life in China, but the hotel industry is even more severe. The rapid flow of talent, the scarcity of senior leaders, and the tendency of younger middle-level leaders are all indirect reasons for the shortage of highly skilled talents.
Mercer's survey shows that in 2012, 73% of companies will increase the number of employees. The overall growth rate of the number of employees is expected to be 14.4%. The increase rate of professionals and blue-collar workers is the highest. Enterprises demand more Experienced professionals. Factors such as the competition for talent and the rising cost of living have driven employee salary levels to continue to rise in the past few years, and salary costs have increased with the rise in positions.
According to the latest data from Mercer, between 2001 and 2011, the compensation cost of corporate executives increased by 118% and that of management increased by 90%.
What follows is the problem of mismatch between cost and productivity. There is a gap in China's labor productivity compared with mature Western markets and some Asian markets. Today, China's growth model that relies on price competition with low production factors is unsustainable. Labor cost growth has become a trend, but productivity is difficult to increase rapidly in the short term.
The flow of talent across regions is not smooth
In November 2011, Mercer surveyed 158 organizations in the United States and Canada to understand their views on human resources and employee mobility management in emerging markets. 52% of respondents believe that China is the most challenging emerging market for human resources and employee mobility management, much higher than India and Brazil. Among them, the lack of professionals with relevant skills and experienced managers, regional differences, complex tax and social security systems, and the high cost of international personnel are the main challenges mentioned by interviewees in the Chinese market. These are all problems that foreign-funded enterprises need to face in China. For China, the world's largest market that accepts overseas personnel, these issues deserve attention.
Among all these problems, Teacher Li Qibin believes that the poor flow of talents across regions in China is the most serious practical problem currently faced by China in terms of talent flow. It not only affects foreign-funded enterprises and foreign talents This is true, and the same is true for local enterprises and local talents.
Regarding the issue of "talent management" in the hotel industry, Ms. Wu Shuyi, Vice President of Human Resources of InterContinental Hotels Group Greater China, and Mr. Wu Wei, President of Golden Key International Alliance, will attend the Best Eastern Human Resources Awards on March 9. He delivered a speech at the summit forum, hoping that through discussions among the heads of major hotel groups, the human resources bottleneck in the hotel industry can be broken through.
Of course, specific operational issues and human resources planning priorities still require HR to carefully collect information, analysis and statistics on daily basis. I hope that each different enterprise will have its own personalized human resources plan!
International experience in hotel humanized management
In the 21st century, the global hotel industry will face a crisis between talent and technology. The strategic changes in the hotel industry brought about by the hotel industry in the future, the dominant factor in the sustainable development of the hotel industry in the future is the "people" factor, but for my purpose, most of the human resource management in the hotel industry still remains in the "things"-centered management model. The people-oriented principle of humanized management can enable the hotel to strengthen its own internal cohesion and improve the hotel's competitiveness, which will inevitably become a trend.
At a time when the global hotel industry is facing a revolution in talent and technology, and is developing rapidly, many hotels in my country generally have the following problems: shortage of human resources, low academic level, and poorly targeted training. , single incentive means, and imperfect social security mechanisms. These problems have restricted the development of my country's hotel industry, and most of these problems are caused by the traditional "matter"-centered management model. At this time, humanized management, a management model that takes "people" as the core resource of the enterprise and develops human potential as the main management task, becomes increasingly important. Foreign hotels have earlier applied humanistic management to the hotel's human resources management process, and have also produced many tried-and-tested experiences. This article focuses on discussing these international experiences for our country's hotel industry to think about and learn from.
1. Implement the concept of “employees first”
1. Respect employees and treat them well
Respecting employees is the basis for implementing people-oriented management. Employees are not simply labor costs, but sustainable human resources and human capital that can continuously generate returns. The embodiment of respecting employees is: communicating more with employees, listening to their opinions and paying attention to their ideas. Managers need to openly show concern and support for their employees and let employees understand that they are critical to the success of their departments and the entire enterprise. These practices send an important message to employees: they are important and the hotel values ??them.
The motto of the Ritz Hotel Group: Weareladiesandgentlemenwhoservetheladiesandgentlemen, this purpose has deeply penetrated into every management of the company. Marriott's management style is based on the creed of "employees first, customers second". When employees are respected, they will be more confident, interested and satisfied with their work.
We must vigorously advocate the concept of "humanized management, employees first" and make the idea of ??"only happy employees can have happy guests" deeply rooted in the hearts of every hotel manager. As some scholars said, "Those seemingly inconspicuous ordinary employees dominate the destiny of the company and control the rise and fall of the company."
2. Advocate emotional management
Emotional and institutional management are not incompatible. The combination of the two embodies a management approach that combines strength and softness. As the overall quality of employees improves day by day, system management should be gradually weakened and emotional management strengthened. It emphasizes that management should pay attention to "human touch" and supervisors should have a caring heart towards their subordinates.
Emotional management is not only reflected in the work of employees. Managers should also pay more attention to employees in their daily lives, provide employees with various conveniences, and relieve employees of their worries. For example, first of all, managers should attach great importance to the construction of employee dormitories and employee restaurants, provide employees with various cultural and sports activities venues, enrich employees' spare time spiritual life, and truly create a "home away from home" for employees. Secondly, managers should also be emotionally invested in their employees. Send greeting cards, gifts and other blessings to employees on holidays and birthdays; provide childcare and family care services to employees who have family worries. If employees have any difficulties at home, they should try their best to provide support and help. In addition, hotels can also consider the special needs of some employees and provide employees with flexible working hours, work sharing, etc. to facilitate employees.
In addition, advocating emotional management should also strengthen communication and dialogue with employees, and be honest with each other.
Employees who lack the opportunity to express their thoughts often have a feeling of abandonment and the resulting loneliness, making it difficult to establish an intimate relationship with the hotel. When these employees who have direct contact with customers know that their opinions are valued by the hotel as much as the customers, their work enthusiasm will be greatly improved. Western hotels pay special attention to information sharing, which is mainly reflected in: allowing employees to understand the hotel's operating performance, financial goals, long-term goals, new technology information, business philosophy, etc.; allowing employees to use customer information as the basis for personalized services; Ensure smooth and timely uploading, distributing and lateral flow of hotel information, and strengthen internal communication.
Among the many reasons for the success of a world-renowned hotel management group with successful management, creating a homelike feeling and environment for its employees is one of them. Marriott's management philosophy is "take care of your employees, your employees will take care of your guests, and your guests will keep coming back." What Marriott's managers have to do is take care of their employees. Make employees happy. Marriott cares about employees' immediate compensation and benefits to humanistic care, from comprehensive training to providing personal development opportunities, from fair treatment to open communication, all in order to make employees happy.
International Experience | Humanized Management
3. Authorization
Authorizing subordinates is a sign of trust and motivation for those being managed. If employees only obey orders from superiors without decision-making power, firstly, customers' needs will not be responded to as quickly as possible, and secondly, employees will have a wait-and-see mentality. Through authorization, giving employees a certain amount of free space can enhance their sense of responsibility, give full play to their inherent potential and creativity, improve work efficiency, and help cultivate and develop talents. When faced with authorization from superiors, employees will usually respect and not abuse the rights granted by superiors. Authorization is also a sign of managers’ self-confidence.
The Ritz-Carlton Hotel, which has won the highest quality award among American companies, delegates the decision-making power of the original foreman to front-line employees, allowing employees to respond quickly to customer problems based on the situation at the time. The main job is to supervise, provide help and praise employees. There is such a rule: No matter what method he takes, as long as he can solve the customer's dissatisfaction with the hotel on the spot, he can use an amount of less than 2,000 US dollars to deal with it without asking for instructions. This kind of management method enables employees to experience the excitement of challenges brought by work, the excitement of competition and the joy of success, which has a good motivating effect.
Authorization can be large or small, and can also be divided into personnel, financial, and director powers. They each have different characteristics, but various authorization behaviors must abide by some common guidelines. These authorization guidelines include: selecting people based on circumstances and authorizing based on ability; employing people without suspicion and letting them use them freely; authorizing level by level and avoid overstepping the level of authorization; authorization must be moderate; effective guidance and supervision must be given to authorized persons; and employees must be responsible for their subordinates’ work mistakes. leadership responsibilities.
4. Help employees strive for progress and realize their ambitions
According to Maslow’s hierarchy of needs theory, self-actualization is the highest level of human needs and the greatest pursuit. In fact, fulfilling employees' dreams of self-realization and motivating them to devote themselves wholeheartedly to achieving hotel goals, as long as they are guided correctly, not only can they go hand in hand, but they can also promote and complement each other. "Personal development" and "career development" both design in detail how to help employees design their personal careers and achieve self-realization, an important proposition.
"Personal development" is the process of helping employees grow and develop personally through education and training activities. The Human Resources Development Center of the China Tourism Association conducted a survey on 33 2m5-star hotels in 23 cities in July 1999. The survey results showed that the five root causes of hotel staff turnover were ranked as follows:
" "Personal development", "learning knowledge", "salary and benefits", "sense of achievement" and "interpersonal relationships", *** accounted for 84.32. Personal development ranks at the top of employee needs. This survey reflects that under the conditions of knowledge economy, the direction of hotel employees' needs is gradually shifting to high-level needs such as personal development and self-realization.
"Career development" includes activities such as implementing career plans and understanding career trends. Among them, the career development plan is the key, which mainly includes self-analysis, career choice, job creation, etc., and this kind of development is dynamic, evaluated regularly, and the next new career development direction must be determined. When employees' personal development needs are realized in the company, employees will have a strong sense of identity and belonging to the company, and are willing to make more contributions to the company.
Crowne Plaza Hotel ranks "personal development" at the top of its human resources development. The main steps are: analyzing employee needs; formulating corresponding training and development plans to make them meet the actual conditions of employees; and conducting evaluations. After the training, evaluate the training results of employees to understand the impact of training and development on individuals and organizations. Bass Group opened Holiday University at the Lido Holiday Hotel in Beijing. Provide regular training on professional management courses for management and provide them with a place for learning and communication. Sheraton Hotel Group sets up a training and development tracking file for each employee, and employees must complete a series of hotel training before promotion.
2. School-enterprise cooperation
School-enterprise cooperation is an important form and effective practice for human resource development in foreign hotels. The hotel industry needs talents with skills, operability and a certain theoretical knowledge reserve. In order to cultivate such talents, many foreign hotel schools and hotels have good cooperative relations and combine industry and academia. The methods of cooperation include that the school stipulates a certain internship time for students in corporate positions; the school provides applied scientific research, consulting and training for the hotel industry; it focuses on enterprises and runs schools together with the school to form a training base for enterprises; in addition, many Whether the teachers hired by colleges and universities are full-time or part-time, they have strict requirements for hotel practical experience, so that teachers' teaching content can be closely integrated with practice and enhance students' adaptability to the development of the hotel industry.
Switzerland has a large number of excellent hotel management schools. For example, these hotel management schools have long-term cooperative relationships with world-renowned hotels and provide graduates with various employment opportunities. Another example is the Hilton Hotel Management School, which is jointly organized by Hilton Hotel Management Group and the University of Houston. It is famous for its targeted education, skills and operability.
3. Other aspects
1. Many countries regard the implementation of vocational qualification certificate and training certificate systems as an important measure to promote the development of tourism human resources, insisting on pre-job and on-the-job training. On-the-job training and certification are required to ensure the quality of tourism employees. Spain, France, Italy, the United Kingdom, the Netherlands, Egypt, Singapore and many other countries attach great importance to tourism professional qualifications and have stricter requirements.
2. Companies in the United States, Japan, Europe, etc. attach great importance to introducing ES (Emoloyee Satisfaction) strategies into their human resources management, thus opening up new horizons for the development and management of human resources. It is proposed that we should focus on cultivating employees' "sense of identification" and "loyalty" to the hotel in management; in management, we must not only abide by the law and be strict in management, but also "pay attention to feelings and be strict with affection"; respect employees, Treat your employees well.
3. Tourism and hotel industry associations have played an irreplaceable and important role in human resources development. They not only play the role of collaboration, supervision and management in the industry, but also carry out various trainings for member units and strengthen human resource development as a regular and important industry activity.
IV. Conclusion
Management guru Peter Drucker once said: "Employees are assets and resources, not costs and expenses." The core of humanized management is how to Making full use of the core resource of "people" means that all management activities of the enterprise are centered on how to recognize, select, employ, educate and retain people. In the process of human resources management, my country's hotel industry can fully think about and learn the detailed methods of humanized management implemented by foreign hotels to avoid detours. In the fierce competition for talents in the future, only hotels that truly realize humanized management can win and remain invincible in the fierce competition.