The normal operation of a hotel is driven by talent, and to retain talent, one must first understand their needs. This means understanding what employees aspire to achieve within the hotel. Only by fully understanding their real needs can we possibly provide or even create conditions for them to pursue their goals, and thereby better satisfy their reasonable needs. Ultimately, this will help retain talent. Generally, employee aspirations (needs) can be reflected in the following aspects: (1) External compensation: including salary, bonuses, annual leave, and other benefits. (2) Internal compensation: when external compensation reaches a certain level, employees' demands for good hotel culture, harmonious interpersonal relationships, rich work content, and comfortable working environments increase. (3) Being respected: having a certain title or status within the organization and being respected by others. (4) Personal growth: enhancing personal abilities, developing career ladders, and increasing human capital. Thus, we can glimpse how to control talent loss. The so-called control of talent loss does not mean binding talent, but rather finding ways to make key talents voluntarily stay, sharing the same destiny with the hotel.
Firstly, reasonably design compensation strategies. When designing compensation strategies, hotels should closely link individual rewards, prospects, and development with the hotel's business performance and development, aligning personal goals with hotel objectives to achieve a win-win situation.
1. Establish reasonable compensation standards. According to Herzberg's two-factor theory, when setting compensation standards, it is important to increase the incentive factors of compensation linked to job performance, motivating employees' work motivation, creating a fair and competitive atmosphere. At the same time, it should reflect the function of learning incentives, prompting employees to strive to improve their skill levels and knowledge hierarchy.
2. Conduct scientific compensation design. First, clarify the principles and strategies of the hotel's compensation system as the ideological basis for compensation design. Job analysis is the material foundation for compensation system design. Position evaluation is the most critical part of compensation design. Based on job analysis, identify common compensation factors across various positions within the hotel and, according to an evaluation method, determine the specific value (position score) based on each position's contribution to the hotel, its value, and importance. Then convert the position score into actual compensation and conduct compensation structure design. Next, group numerous types of positions corresponding to compensation into several grades. Form a rank series and determine the compensation range and specific values for each position within the hotel. During the design process, a market compensation survey must be conducted, referring to existing compensation from peers or hotels in the same region to formulate and adjust the hotel's corresponding position compensation, ensuring the competitiveness of the hotel's compensation system. Finally, evaluate the designed compensation system and appropriately control and adjust the compensation level and ratio during future normal operations to ensure it functions effectively.
3. Build compensation strategy issues. (1) Must consider the hotel's strategic development, combining its own realities, reasonably combining the various components of compensation so that the compensation strategy has both incentive and safety. (2) If the hotel has substantial bonus strength and labor costs account for a small proportion of total costs, then when determining compensation levels, do not solely focus on basic compensation while ignoring the increase in bonus ratios. (3) The distribution of performance-based wages must emphasize fairness and impartiality, avoiding situations where contributions and efforts are not proportional, which could dampen employee enthusiasm and affect harmony among employees. (4) Do not neglect the promotion and explanation of compensation strategies. Employees' understanding of the hotel's development strategy and direction, and their understanding and acceptance of compensation strategies, inherently have positive roles.
Secondly, adopt reasonable employment terms.
Thirdly, improve management mechanisms.
1. Emphasize learning modern hotel human resources management systems. Establish a human resources management system suitable for your hotel. Human resource management should be standardized, minimizing randomness in human resource management within the hotel. Because chaotic hotel management leaves employees at a loss, which is one of the main reasons for talent loss. To achieve standardized hotel management, attention must be paid to: (1) Having both strategic foresight and realistic human resource planning. Hotels should constrain specific plans such as recruitment, training, and promotion based on operational development strategies and hotel requirements. Moreover, these planning or plan information should be made known to employees as much as possible so they can develop their own development plans, making employees feel they still have opportunities for advancement within the hotel, helping to increase retention rates. (2) Conduct job analysis, clearly defining each position's responsibilities, authority, and work standards. This not only ensures every employee knows their duties and works efficiently but also, through scientific design and comprehensive balance, avoids uneven workloads and excessive employee pressure. It is also an important basis for other management decisions (such as evaluations, rewards, and punishments).
2. Strengthen talent training. Hotels should focus on conducting the following training for employees, which will play a significant role in retaining talent: (1) Hotel culture training. Hotel culture has strong cohesive functions, therefore, it plays an important role in stabilizing employees. The goal of hotel culture is the identification of individuals with groups, hoping to establish an interactive relationship between employees and the hotel, ultimately making employees love and be loyal to their hotel. However, hotel culture is not instantly formed; it requires guidance, indoctrination, demonstration, and integration into systems, followed by fusion into employees' thinking and actions. The humanistic environment created by outstanding corporate culture attracts employees in a way that other attractants cannot compare to because it promotes a spirit that touches a heart. (2) Training to enhance organizational commitment. Organizational commitment refers to the state where employees identify with a specific organization and its goals and wish to maintain membership. The level of organizational commitment is an important indicator for predicting talent turnover rates. (3) Provide as much training as possible for talents to realize their career paths. If we can understand employees' personal plans and strive to help them achieve their goals, it will inevitably give employees a sense of accomplishment, and no one would willingly leave an organization that continuously allows them to succeed.
3. Create a supportive work environment, i.e., build a harmonious, healthy, united, and pleasant work environment, especially one with good interpersonal relationships, allowing talents to work comfortably and fully utilize their intelligence, produce more results, and naturally feel that under such working conditions, they can also display their talents, realize their ambitions, have a promising future, and achieve something significant.
Fourthly, establish legal constraints. Additionally, to prevent talent loss, it is necessary to strengthen legal constraints. From a legal perspective, hotels can take action to prevent harm caused by talent loss in the following ways:
1. Sign "Labor Contracts." Many employees, especially those in sales departments, after receiving training and experience in the hotel, may gain certain work experience or customer bases, then jump ship for better opportunities or start their own businesses. To avoid this, hotels can sign long-term contracts with relevant employees. In case of breach, they would bear heavy responsibility. However, long-term contracts are double-edged swords; if the wrong person is chosen, it could cause long-term losses for the hotel. Therefore, when applying such contracts, careful decisions must be made. Initially, when introducing talent, hotels should pay attention to the diversity of talent types and layers, avoiding overly singular talent. In subsequent selection processes, excellent talents can be managed and utilized hierarchically and departmentally, preventing excessive expansion of power or skills, limiting them from becoming independent all-round talents, reducing their likelihood of leaving the hotel.
2. Sign "Non-Compete Agreements." Also known as non-compete restrictions or competition prohibitions, these refer to using corresponding laws and policies within a certain scope and duration to prevent key employees from using commercial secrets obtained through their positions to facilitate hotel business operations for themselves or others, thereby seeking profits. Some hotels fail to define clear work scopes for employees during management, which is very dangerous. When the entry barriers in an industry are low or external temptations exist, hotel talents may leave to set up their own businesses. Therefore, when designing organizational structures and setting work permissions, cross-departmental overlaps should be avoided.
Currently, psychology has been widely applied in hotel human resource management with considerable success. Only by genuinely respecting and caring for employees, understanding their needs, helping them grow and progress, and providing them with an environment to thrive, can hotels naturally retain talent and remain invincible in increasingly fierce hotel industry competition.
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