At the beginning of March, the four of us went to Zhuhai Yindu Hotel for a one-month training. Although the time is only one month, I have gained a lot. This trip not only broadened our horizons, increased our knowledge and learned new knowledge points, but also provided many experiences worth learning for future work. Yindu Hotel, a five-star foreign-related hotel, officially opened on 1988. During this period, new catering and entertainment facilities such as Tea Palace, Bashu Family, Karaoke Hall and Food Street were built one after another. Due to the investment in catering, the decoration of guest rooms failed to keep up in time, so the ancillary facilities such as guest rooms are old, but the sanitary conditions are still very clean. Yindu Hotel attaches great importance to the quality education of employees and the cultural atmosphere of the enterprise, which will be reflected in all aspects.
I. Training
1, orientation training for new employees
Yindu Hotel attaches great importance to the induction training of new employees. After three days of training, every clerk should learn the general situation of the hotel, the moral cultivation of service personnel, the reward and punishment regulations of the hotel, service awareness and other aspects, and strive to make new employees with different cultural backgrounds operate according to the requirements of hotel service standards, meet the needs of customer service and maintain a balanced hotel service level. Through training, let employees know the development history of their own enterprises, establish the service consciousness of customer first, clarify the responsibilities of employees and improve the awareness of fire safety. In the past, on-the-job training in hotels was often overwhelmed because there was only one training teacher, which led to a large workload and little effect. After many suggestions and discussions, it is now changed to one-month centralized training and batch training, which not only reduces the consumption of manpower and material resources, but also achieves good training results.
2. Special post training
According to the three-level training network of Yindu, the post-specific training is mainly based on departmental training, and the training department strengthens supervision. Post-specific training is highly targeted. In view of various problems existing in the work, such as lagging service concept and unskilled skills, department training instructors can make use of the pre-class meeting or department regular meeting to give special lectures or on-site operations, or concentrate on learning and make timely rectification. Another kind of training is based on the theme training plan issued by the training department, and the quality inspection department conducts grassroots inspections. If the training is not in place, employees often can't answer the questions of quality inspectors, exposing the poorly trained departments. For example, in February this year, the Housing Department launched "guest complaint handling skills", "communication between the front desk and relevant departments", "positive and negative case analysis" and "VIP reception process". The food and beverage department has carried out such contents as "strengthening service consciousness", "Spring Festival menu knowledge and promotion training", "wine knowledge" and "VIP reception and service standard". The special training is based on the whole hotel, and the training of "service 12 express", "second line is first line service" and "Garbo brand content" has been carried out. This kind of training time is determined by each department, with prominent theme, concentrated and professional personnel and obvious training effect.
3. Establish a network training system In order to ensure the brand effect, Oriental Hotel Management Company published a paper on the key points of enterprise management training. Following the principle of "managers are trainers", Yindu Hotel has established three-level training institutions and formulated relevant responsibilities. Specifically, the general manager is the general training instructor, while the directors, managers and team leaders of most departments are the training instructors of all departments and teams, forming hierarchical management and performing their duties, forming a training management network with different levels and covering the whole hotel. According to the key points of training work, detailed requirements are put forward. First, it is necessary to make a training plan, including the purpose, content, participants, location, time arrangement, expected effect and cost of the training plan; The second is to control the dynamics, that is, the implementation of training, including the report of training, the implementation of training and the inspection of training. The third is to establish a trainer database.
4. Perfect quality inspection system
In order to do a good job in total quality, Yindu Hotel set up a quality inspection director, and combined with the actual situation of the hotel, established a quality inspection network, forming a well-structured management model. The quality inspection team regularly inspects the inside and outside of the hotel, finds problems, summarizes them, and puts forward the service priorities for next month; At the same time, the quality inspection department and the training department are combined in a unique way, which complement each other and play an important role in training performance evaluation. Specific practices: Quality inspection department conducts quality inspection, puts forward new service priorities, training department follows up the training content and implements it, and quality inspection department conducts inspection again, forming a good cycle.
Second, personnel.
1, staffing
There are 306 rooms in Yindu Hotel, with 1483 seats and 740 staff members. There are actually 732 people in the compilation, including 34 interns. At present, the staffing of the guest room is 2 17, with actual staff 198 and 5 interns. The catering department has 352 employees, 344 employees and 29 interns, with an average annual turnover rate of about 30%. In recent years, Yindu Hotel has gradually stepped into the trough from the economic glory period. In order to reduce staff expenses and avoid overstaffing, the hotel implemented layoffs, from the original 1200 to the current 730. At present, the "Shanghai Restaurant" has been contracted, accounting for the department's business indicators and occupation indicators, and a corresponding proportion of bonuses will be given according to the completion situation, that is, a one-time bonus.
2. Personnel recruitment
Due to the flow of personnel and the lack of jobs, Yindu Hotel recruits in time according to the needs of various departments to avoid affecting the service quality of each business point. There are generally two ways to acquire talents: one is to recruit from within, through promotion and job change; The second is to recruit workers from the society through the labor market. The recruitment procedure is the selection of personnel director first, and then the interview of using department. Finally, the personnel below Grade B shall be directly examined and approved by the Director of Human Resources, and those above Grade A shall be examined and approved by the General Manager.
Third, the construction of corporate culture Yindu Hotel has no party, workers and league organizations. Therefore, in order to deal with some logistics affairs of employees, the employee affairs department was established to manage kindergartens, dormitories, employee birthdays, employee parties and so on. In order to enrich the amateur spiritual life of employees, a library of about 4 square meters is set up, some of which are purchased by hotels and some of which are called on employees to donate books. In order to embody the humanization and total quality management of the hotel, the concept of "second line is first line service, that is, serving guests" was recently put forward. At the same time, the quality inspection, training and staff affairs department of the store reissued Yindu Renjia.
Fourth, safety work.
The Security Office has a strict organizational structure, a sound system, clear posts and strict discipline. Although there are only more than 20 people, it provides security for the hotel with high-quality service standards. Yindu Hotel requires security guards not only to be proficient in business, but also to master the knowledge of customer service. The training department specially provides security concierge knowledge courses for security guards, and requires security guards to pass the basic English conversation exam. The Security Department organizes security personnel to conduct fire protection training once a month, all hotel employees to learn fire protection knowledge once a year, and organizes hotel fire protection simulation study once a year, with only one purpose: to better serve every customer.
The above is what I saw and heard when I was studying in Zhuhai Yindu Hotel. Through this study, I realized that hotel quality management should not only stay in the appearance, manners and customs of employees, but also pay attention to the cultivation and management of employees' service consciousness. So how can we do this job well? Only through training and management, constantly strengthening this awareness of employees and establishing the service concept of "customer first" can we achieve a win-win situation for operators and employees.