萬豪國際最佳雇主的留心法則（Marriott International the attentive rule of best employers）

1、萬豪國際最正確雇主的留心法那么Marriott International the attentive rule of best employersIn Marriott International Group (hereinafter referred to as Marriott group), founder of Willard. Marriott's words have been deep in every employee's heart: "only protect employees, they will better care for custom

2、ers."". As a staff member, and even the director of human resources in China, the Marriott group, Yan Jiewen, who has been working at Marriott for more than ten years, has deep feelings for the company's "mouth protection". In the Marriott group, a high proportion of senior e

3、mployees, three senior managers gathered together, seniority adds up often more than 50 years. According to statistics, 35% of new employees are still working for the group after 5 years of work. Most of the Marriott executives worked for Marriott for at least 20 years. In the hotel industry with hi

4、gh mobility, the turnover rate of Marriott employees remains the lowest in the industry.So, what is the secret of Marriott keeping employees? Let Yan Jiewen share our work experience with us.Tide over difficultiesSince its establishment in 1927, Marriott has consistently adhered to the six core valu

5、es of "trust, care, honesty, integrity, respect and fairness". From Marriott to hotel manager to ordinary employees, each of these six values is used to measure and judge each decision and daily behavior. Especially since the outbreak of the financial crisis, the hotel industry, which has

6、a high turnover rate of employees, has been greatly affected. To this end, the headquarters of the group based on the original six core values, and to all of its hotels launched seven best incentive team, with more specific way to remind managers at all levels, in the crisis and how to follow as in

7、the past the Marriott enterprise value talk, try to better care of yourself the staff.Method 1: open communicationAll of the hotel each quarter Marriott are meeting with the staff of "meeting" form, for all hotel employees to report the operation situation, the latest progress and overall

8、performance so that each employee can understand the company's business. Yan Jiewen said, the hotel manager, chief financial officer and marketing supervisor will share with the employees of the company's financial and operating conditions in the quarter. So, all the staff at Marriott are ve

9、ry clear about whether the quarterly and departmental performance goals have been achieved, and can understand the gap with other hotels.In addition, the other department managers will also convene the Department staff every month, face to face communication of recent work, exchange of experience. D

10、ifferent from the "Town Hall Meeting", employees can now two-way communication with the supervisor, in addition to understanding the work of the Department of the month, have the opportunity to put their views and suggestions for a problem directly reflected to the person in charge of the

11、department. Employees can also directly sent to the headquarters of the United States Office of the president, or through to the president office internal hotline call, express their views on the work, working environment, salary and welfare etc., all call letters and will receive timely and proper

12、treatment. Every year, Marriott employs a third party company to do an anonymous employee satisfaction survey of its hotel, in order to understand employees' perceptions of the group and the boss. When employees encounter problems, they can also seek a fair, open and fair solution to Marriott

13、9;s "Peer Review" system. Through these ways, employees can better geographical Tsui; unitary shop made every decision, enhance the execution of the staff and the cohesion of the team. Yan Jiewen said, Marriott always hope that through this way of communication, so that each employee can c

14、learly recognize their own difficulties and challenges facing the sector and the whole hotel, mobilize and play the enthusiasm and creativity of employees.Method two: treat subordinates in good faithAs the saying goes, "people do not believe in nothing, things can not do nothing", this sho

15、uld also be the purpose of management personnel, and honest communication with employees is also more worthy of advocacy. Yan Jiewen believes that it is necessary to keep open and sincere communication with employees at any time, especially when faced with difficulties in development and survival, a

16、nd managers are relatively honest with subordinates,It tends to infect employees more effectively. In Marriott, the hotel's operating conditions, customer satisfaction, employee satisfaction and other information, will be published in a variety of ways truthfully to employees. As before 2021 the

17、 hotel achieved performance did not meet expectations, after the approval of the views of the staff, the hotel used to shorten the working hours reduced wages "or" four working days "and" suspend pay "and other measures to reduce labor costs, through. Because of the courage

18、to face the current difficulties with employees, and take appropriate measures, these initiatives have been widely recognized by employees, but also did not affect the enthusiasm of employees. With the recovery of the economy, Marriott began to restore some of the benefits that had been suspended be

19、fore, and in 2021, a pay increase was made as planned. Through this "winter" test, employees are more willing to stand together with enterprises to meet new challenges.Method three: appreciation and rewardNot all the compliments and rewards are material. Especially in the management of dep

20、ression, a material reward will increase the economic burden of the enterprise, the spirit of praise and reward, on staff motivation, than any time in the past, any way more effective. For example, Marriott will be based on the hotel as a unit, regularly count the number of employees who have been p

21、romoted or transferred due to outstanding work, and issued a certificate to the hotel. It can not only make good employees get promoted, other employees can see clearly the path of future development, in a similar way to the staff to release a signal that all employees who have made contributions to

22、 the hotel, even in the most ordinary jobs will fulfill their dream of occupation.Method four: clear goalsBy setting up clear and practical goals, enterprises can not only maintain the morale of their employees, but also help them achieve their goals. The Marriott manager staff as an example, their

23、annual bonus and annual increase and performance indicators when completed, but if there are some special circumstances, unpredictable factors such as "SARS", may make the individual and the whole hotel's performance at the landslide, will directly affect the personal year-end assessme

24、nt. Therefore, according to the actual operation of the adjustment objectives, not only in line with the actual situation of the enterprise, but also to maintain the morale of employees. Marriott will in the year when the staff create modifications at the beginning of the development of individual p

25、erformance goals, it can eliminate the negative effects caused by some unforeseen adverse factors, help the staff to achieve the desired goals.Method five: active participationJust like "open communication", Marriott and all of its Hotel decisions need to be involved and discussed by emplo

26、yees. Practice has proved that all employees have the willingness to participate in ongoing projects and business development. Moreover, they often offer creative ideas and suggestions, which are very useful for achieving and improving the business process. At the same time, the hotel in the action

27、of social responsibility, employees also have the opportunity to participate in, such as raising medical fund for the disabled children, helping the urban disadvantaged groups to solve housing problems. Through the full participation, can enhance the sense of social responsibility of employees, the

28、hotel's decision-making can also better implement.Method six: a tool for success"To do good work must first sharpen his tools", to provide complete work and occupation development of all the tools needed by all employees, with the team together and share these tools and methods can mak

29、e them even more outstanding performance at work, in the occupation career to become more mature. Yan Jiewen explained that the tools shared by Marriott and employees are not just tangible tools that can be seen and touched, but also a lot of virtual tools. As in the company's website related co

30、urses, providing career planning consulting services and so on, these can not only help employees solve practical problems encountered in the work, the most important thing is to show the future development blueprint for the outline, employees will be more confident to play more energy at their post

31、s.Method seven: full trustAs the leader of an enterprise, it is necessary to believe that most employees are able and willing to perform better. At the same time, set an example and fully trust employees. Trust and encouragement will greatly motivate employees to perform better in their work. Marrio

32、tt encourages managers to believe in the good qualities of employees and encourage employees to express their ideas. For example, the staff of Discovery Inn Hotel rooms often have the Japanese tour to stay, and most sound hope is female, then put forward "the person inside the room can be set&q

33、uot;. Managers trust their analysis, and adopt the advice, the hotel products corresponding characteristics, won the praise of customers. Managers trust, help employees in the work of more opportunities for development, so that the concept of sublimation of work, work efficiency doubled.Pay attentio

34、n to internal selectionMarriott group attaches great importance to the heritage of corporate culture, each growing up in Marriott employees, fully inherited the Marriott hospitality and the idea of mutual service between employees. Nearly 50% of Marriott executives were promoted from strict selectio

35、n within the company because of concerns that foreign employees would dilute the culture. When vacancies arise, employees will be given priority and will be recruited only if there is no suitable internal candidate. The greater the proportion of internal promotion, the more opportunities for the pro

36、motion of employees. Yan Jiewen said, "at the Marriott, as long as the efforts, there will be the beginning of. So, Marriott's senior staff is particularly large."Although Marriott will also look for talented people from outside to strengthen the middle management team. But the general

37、 manager such as senior management, Marriott is firmly implement the internal selection mechanism, where there is little foreign "airborne" phenomenon. If outside, whether this man before holding too many high positions, also must first at the Marriott served as deputy of more than a year

38、before they can take up the post of general manager. In order to speed up the cultivation of talents, the Marriott speed promotion of internal talent promotion process before the high-level group is generally 7 to 8 years, and now this time to 18 months - 2 years or so, the ability of the personnel

39、at the Marriott will soon be promoted and reuse."Working at Marriott, everyone has a lot of opportunities and a great career prospect". Yan Jiewen himself as an example in the Marriott work ten years, in order to better their own experience in actual combat, sufficient to broaden their hor

40、izons, she served in Vietnam, Hongkong, Tianjin, Shanghai and other places of the Marriott, staff from the grassroots to the human resources manager before being promoted to the director of human resources in country area.Implementing talent training planYan Jiewen believes that providing training a

41、nd career development is the key to retaining talent, especially retaining new hires. It is also one of the most sensible business strategies to train and retain excellent employees. Marriott has been trying to create an excellent working environment that allows employees to feel that they will cont

42、inue to have the opportunity to learn and develop. Within the group, Marriott's training methods are unique. The company stipulates that every employee has 15 minutes of training every day. Marriott summed up 20 basic habits and asked them to review one of them every day. Because Marriott believ

43、es that employees will be more natural and smoother if they provide services in accordance with their habits.Yan Jiewen said that each year the training of each manager level staff will not be less than 40 hours, the general staff will not be less than 60 hours. In order to ensure adequate training

44、funds, Marriott has set up an international training fund. Marriott a year for each manager to come up with $750 for training funds, these costs by the international training fund to the hotel group, for the training of teachers, training materials and translation of travel expenses. As a result, th

45、e cost of training for managers is 1 million 400 thousand dollars a year. Thanks to such a stable international training fund, Marriott group can guarantee basic fixed training funds every year, whether it is SARS or the financial crisis",Neither has it affected the expenditure of training fund

46、s.It is expected that in the next 5 years, Marriott will employ more than 150 thousand new employees outside the United States, focusing on emerging markets such as India and the middle east. Marriott International Human Resources Department Senior Vice President Jim Pilarski said: "in the curr

47、ent economic downturn in the climate, the additional quantity can be said to be very impressive, with Marriott in the world is expanding rapidly, we need to hire and retain talents."The rapid growth in the world tourism market careers require innovative thinking, because the Marriott Hotel Grou

48、p and other talents as needed. Therefore, it is very important to select suitable talents for the job at the right time. One of the initiatives adopted by Marriott is to build partnerships with internationally recognized hotel training schools, such as the introduction of talented people from presti

49、gious universities such as the Swiss Lyon Hotel management school. Recently, the Lyon Hotel School of management and Marriott have launched a disciplinary program on revenue management. This is the fastest growing hotel discipline, and now there are 23 graduate students in the field of revenue management, most of whom work at Marriott international.At the same time, Marriott China has also begun to cooperate with some domestic universities, to start training their own expertise. Since 2007,