中國酒店業的培訓發展之路-安強
[簡歷]
旗艦（香港）專業酒店培訓有限公司 總裁
麗晶半島（香港）國際酒店管理有限公司 總裁
廣東地區酒店總經理聯誼會
副秘書長
中外酒店論壇副秘書長
Resume:
The president of Flagship Hotels Professional Training (H.K) Co., Ltd
The deputy general secretary of International Hotel Forum Organization
中國酒店從業人員招聘素質分析：
注：以上為普遍現象
從以上圖示中可以看出，酒店業的快速發展，導致人力緊缺。同時，酒店流動率加大，由此產生新員工招聘素質普遍下降，這是盡幾年來突出顯示出的人力資源現。酒店人力資源經理疲于四處招人，許多酒店設置招聘經理一職。人員素質的普遍下降，為酒店培訓工作帶來壓力，一方面提升服務素質非一日之功，另一方面人員的流失率從3.5%的臨界點進入10%的高流失率，這一現象在酒店業發達地區已成為事實，民企酒店的流失率最為突出，其中一個重要原因就是員工得不到更多的培訓與學習的機會。在當今，中國民營企業投資的酒店以“攻城掠地”的趨勢快速發展，酒店培訓工作的開展和人才培養整體上還未能進入成熟期。酒店業高水平的培訓經理奇缺，不僅如此，培訓經理也未能統攬所有管理人員的培訓，我們應從更深的層面去解決酒店發展與人才培養這一課題。
中、外酒店培訓對比分析：
從一家酒店的培訓實力上，可以看出這家酒店的管理水平。經常給予員工培訓的酒店，其員工的服務狀態和服務素質會給人的感覺，由此可以得出一個簡單的結論——縱然培訓不能解決所有問題，但酒店沒有培訓是萬萬不能的事情。培訓體系的建立與實施和持續培訓能力，是人員服務素質和管理素質的根本保證。
在中國酒店業，近乎70%的酒店培訓工作的開展不盡理想，同時，也深感推動培訓工作的艱難，猶如兩萬五千里長征。培訓工作的整體上被諸多的因素所困惑，缺乏一種自然形成制度化的機制，推動培訓工作的順暢開展。
國內酒店與國際集團培訓對比分析
從世界著名國際酒店管理集團的培訓中，不難看出我們在培訓方面的差異。
培訓中的困惑與解困之道
中國酒店業的精英們清醒的認識到，酒店業的發展快于人才培養時，人才危機隨時就會到來，但最為關鍵的是如何是使之同步發展，培訓可造就一個人的綜合能力的提高，培訓要有效果，不能蜻蜓點水。培訓的精華是使員工產生一種自覺參與培訓的意識。
酒店培訓的軟肋棗意識、教程、教官、系統建立、支持（資金及重視程度）。
培訓工作的開展要有清晰的思路及重點，建立系統與管理機制是培訓工作得以有效實施的保證。中國酒店業的培訓發展之路，應借鑒國際酒店集團的人才戰略培養與培訓機制，建立自身的培訓體系，走經營管理與人才培養雙軌并行的最佳途徑，實現集團公司及總經理的預期目標。
中國酒店業的培訓發展之路
1、集團化酒店管理公司培訓機制的建立；
管理公司培訓機制不同于單體酒店的培訓體系，國內集團化酒店管理公司在快速發展的同時，應把集團核心競爭力中的人才培養放在重要的位置，高度重視連鎖酒店的整體培訓工作，真正體現出管理公司的作用。從培訓系統建立、到技術支持；從酒店培訓工作的統籌，到人力資源職業生涯發展規劃；從人才選拔，到培訓教程的編制等等，借鑒、挖掘、推行先進的培訓手段及方法，為集團發展制定出吸收、引進、培養酒店精英的人才培養機制，讓他們感覺不僅僅是在付出，更多的在學習中成長，給予他們更多的學習機會，國際著名酒店管理集團[喜達屋的酒店管理學院]給為我們樹立了很好的榜樣。
2、酒店行之有效的培訓體系的建立
酒店單靠酒店管理專家一兩次培訓無法解決根本問題，解決問題的根本方法是建立體系及相關管理機制。培訓體系的建立是持續培訓能力的根本保證。當一位新員工進入酒店后，酒店對其一系列培訓便拉開了序幕。從最基礎的新員工入職培訓，到員工的崗位技能培訓；從管理級人員晉升發展培訓到其他針對管理人員的培訓項目，使酒店的培訓工作有效開展，這些都要靠完善的體系作支撐。從酒店集團管理公司到酒店總經理，從酒店部門經理到普通員工，培訓意識和參與意識一個都不能少。
案例：當你進入喜來登酒店培訓部之后，一排排不同部門的操作運作系統手冊、集團統一印刷編制的培訓教材、錄像帶、培訓圖片和各種證書等一并映入眼簾，這在我們國內培訓部很少見到的場景。這些管理及培訓資料奠定了喜來登管理及培訓軟件的基礎。喜來登每一項培訓科目的設計，都是由一些酒店專家經過精心研制出來的，其版本的設計及使用令人愛不釋手。由于有了這些系統的管理培訓軟件，工作中便有了指導管理人員和員工各項工作的依據。
標準化操作培訓系統的建立——P&P-POLICY PROCUDER（政策與程序）的制定是酒店標準化操作的基礎，但有了[標準化操作手冊]為什么還是出現許多不該出現的問題哪？關鍵是我們的操作手冊只是管理軟件，不是培訓軟件，只有把管理軟件轉變為培訓手冊的時候，每位員工才可以更加透徹的掌握標準化操作流程及相關政策。把標準化操作手冊轉化為培訓手冊是一項浩大工程，關鍵是怎樣轉變。培訓的目的：建立標準；培訓的結果：保持標準。培訓工作的作用之一就是培訓我們的各級管理人員如何理解管理軟件和培訓軟件，只有建立了系統，才能把培訓工作做到家！
3、系統、完善、專業的培訓教程的編制；
培訓課程應有層次之分。中、高層管理培訓、基層管理培訓、員工培訓應有不同的培訓項目。（請參見中外酒店雜志培訓功夫茶之一：培訓體系的建立與實施）。培訓課程的設計要針對工作中經常面對的問題且有實際指導意義。酒店培訓重點側重于服務素質和管理素質的培訓，培訓教材的編制要有的放矢！
服務素質培訓新理念棗硬技能和軟服務
硬技能是指崗位的操作技能（例如：擺臺、出品、鋪床、衛生的打理，機械使用等）；
軟服務是指崗位的服務感受（例如：服務意識、服務態度、服務流程、管理藝術等）
管理素質培訓新理念——傳統型與現代型
從管理技巧型向管理藝術型轉變，從經驗運作型向知識型、市場型轉變。這些都需要有系統的、循序漸進的培訓教程作依托，不斷的為服務及管理人員進行[知識更新式培訓]，以適應快速發展的中國酒店業。所以，培訓教材的編制不是一成不變的，尤其是高層管理人員的培訓，每一年都要有新的知識注入，
國內單體酒店及管理公司難以投入巨額資金和大量人力去研發、編制培訓教材，圖書市場酒店專柜寥寥無幾且空洞無味的各種錄象及光盤少有酒店去光顧購買，因為幾乎都是崗位操作流程的現場錄象。但酒店最為需要的是對管理人員管理領導藝術方面的系列教材和相配的光盤，于是酒店把提余世維大師的光盤拿給員工觀看，可見我們酒店專用多媒體教材的匱乏。所以，先進、系統、完善的培訓教程將是酒店培訓部開展豐富多彩培訓的基石。
4、中國酒店管理學院的人才培養
高分低能的教育模式在酒店教育領域必定沒有出路，因為酒店行業對人的綜合能力要求較高，從實際操作能力到溝通交際能力，從人員培訓能力到管理領導能力，面對不同的群體與環境，這種實際運作能力是要從基礎開始磨練的，我們為他們搭建什么樣的培養之路，決定我們將來的這些酒店人才綜合素質基礎與實際操作能力的高低。
我們辛勤培養的酒店專業的大學生進入酒店，根本目的不是增加一個勞動力，多了一個端盤子的人，操作的硬技能有許多可以在學院內完成，逐漸讓他們了解酒店行業服務的特性，掌握更多的專業知識！爸袊糜喂芾砀刹繉W院”的“中澳班”開創了實用型酒店服務與管理人才培養的良好模式。
酒店專業的大學生，在酒店的自動離職率一直呈上升趨勢，是他們好高騖遠，還是我們沒有好的發展機制留住他們，或許這種現象同時存在，但關鍵一點是我們能否給他們一個更可發揮他們的舞臺。從我們的課程設置（專業性）、師資水平（酒店從業經驗）、教材選用（編寫人）、校企聯合（1加N模式）、市場需求（人才緊缺崗位）、能力培養（適應性與開拓性）等諸多因素中，是否決定我們能否培養出酒店需要的專才。
5、借助外力建立培訓系統的方法
專業的事讓專業公司去做，把他們強大的專業資源優勢，為我們所用。讓專業培訓公司按照酒店集團公司或酒店的需求設計培訓體系，把企業發展遠景目標及培訓文化融入到培訓體系當中，當系統建立后，將是企業永久的收益。
另一方面，當自身的體制不能有效推動改革與創新時，就要借助外力來推動實施。是外來的和尚也好，是鯰魚效應也好，只要能為企業帶來活力與振動，取得好的效果，就是成功與收獲，跑在前面的馬，先看到新的草原！
我們呼喚具有較高酒店管理培訓水準的培訓機構；呼喚放開視野，挖掘、借鑒國外科學的培訓經驗；呼喚系統、實用的培訓寶典的誕生；呼喚更多的酒店管理培訓專家；呼喚我國品牌酒店甘當頭雁，使我國酒店培訓形成雁行發展。
與“國際接軌”是當代中國酒店業必走之路。我們期望更多的酒店去了解、借鑒國際酒店集團的培訓管理理念，運做機制，經營管理手段。過去的是經驗，未來的是希望，“一花開放不是春，百花齊放春滿園”，作為酒店經理人，我們有責任為此而付諸行動，為中國酒店業的人才培養踏上更高的起點，奉獻出我們的真誠、智慧、專業與責任！
ROAD FOR CHINESE HOTEL INDUSTRY TO DEVELOP THE
TRAINING SYSTEM
—An Qiang
Analysis on the quality of employees in Chinese hotel industry
Note: the above is actually quite common.
From the above diagram we can find that the rate of brain drain in the hotel industry has gotten worse from the critical point of 3.5% to 10%. The phenomenon is an actuality in areas with developed hotel industry and the brain drain in private hotels is worse. One important cause is that employees can not acquire more chances of training and learning. We should make an in-depth study on hotel development and talent training to solve the matter.
Contrast of the training reality between Chinese and foreign hotels
We can find the management level of a hotel from its training strength. A hotel that can afford to training employees usually will impress you with its special service status and quality. Thus, a simple conclusion turns out that though training can not solve all matters, a hotel can never do without training. The establishment of a training system and the capability to implement continuous training is the fundamental to promises employee’s service and management quality.
In Chinese hotel industry, approximately 70% hotels lack of a systematic training mechanism to promote the smooth implementation of training work.
Contrast of the training reality between domestic hotels and international corporations
Matters involving training and solution
To solve any matter in training, the key is to enable hotel’s training to go hand in hand with hotel development. The essence of training is to make employees be conscious and active to take part in the training program.
Key points for hotel’s training: consciousness, course, trainer, system establishment, and support (fund and concern)
Chinese hotel industry should refer to the strategic talent cultivation and training mechanism of international hotel groups and follows the optimal road of the hand-in-hand of operational management and talent training.
Road for Chinese Hotel Industry to Develop the Training system
1.Establishment of the training mechanism of agglomerate hotel management company
The training mechanism of a management company is different from that of a single hotel. Domestic agglomerate hotel management companies should emphasize talent training to enhance its core competence and attach high importance to chain hotel’s general training work to give full play to the function of the management company. They should resort to, create and implement advanced training method and mode covering training system establishing, technical support, hotel training work preparation, personnel career planning, talent choosing and course preparation and set up a sound talent training mechanism to attract and cultivate the galaxy and provide more learning opportunity for employees. International renowned hotel management group [Starwood’s hotel management institute] has given us a good example.
2.Establishment of hotel effective training system
The establishment of an effective training system is the fundamental to maintain continuous training capability.
Case: When you enter the Training Department of Sheraton Hotel, you will find rows of operational system manuals of different departments, training materials, video tape and training books compiled by the group and various certificates, which is really rare in any domestic training department. These management and training materials promise a foundation for the management and training software of Sheraton. The systematic management training software of every item of Sheraton guides the management personnel and employers effectively.
The establishment of standardized operational training system P&P-POLICY PROCUDER is the foundation for hotel standard operation.
3. Preparation of systematic, complete and professional training courses
The training courses are layered and the trainings of intermediate and senior management, basic management and staff have their different training items (please refer to the training part of International Hotel: Establishment and Implementation of the Training System). Training courses should be designed to guide our work practically. Hotel training should emphasize on the training of service and management quality and the preparation of training materials should hit the point.
New concept for service quality training: hardware skill and software service
Hardware skill refers to the operational skills (such as table setting, delivery, bedding, housekeeping, machine application, etc.);
Software service refers to the service expression (such as service consciousness, attitude and process, management art, etc).
New concept for management quality training:: traditional and modern types
That is to transform the type from management skill to management art, from experience-based operation to knowledge and market based one and provide knowledge renewal training for service and management personnel to adapt for the rapidly developing Chinese hotel industry. However, domestic single hotels and management companies can not afford to invest huge capital and labor for developing and compiling training materials. Domestic hotels lack of special multimedia teaching materials though they needs most the series materials and relevant CD concerning arts of management and leadership of managers. Thus, advanced, systematic and complete training sources are the foundation for hotel’s training departments to implement colorful training plans.
4. Talents training by China colleges of hotel management
The hotel industry places a high requirement on the comprehensive quality of employees including practice capability, interpersonal communication skill, training ability and leadership. In different groups and environments, the practical operation ability is shaped from the very basic work. What kind of training platform we provide for them decides their quality and practice ability in future. The China-Australia Class of China Tourism Management Institute has created a sound mode for training practical hotel service and management personnel.
5. Resort to a professional agency for establishing the training system
Let the professional agency do the professional thing and we can make use of their powerful professional resource advantage. A professional training company can design a training system according to the requirement of the hotel management group and integrate corporate objective and training culture into the training system, which will benefit the enterprise permanently.
Chinese hotel industry must take the road of internalization. We expect more hotels can acquire more knowledge of and refer to the training management philosophy of international hotel groups for operation and management. What has past becomes experience and what we expect is hope. As hotel managers, we have the obligation to take action and contribute to the talent training for Chinese hotel industry with our sincerity, wisdom, professional quality and responsibility.
|
（本文已被瀏覽 2928 次） |
|
文章評論