万豪国际最佳雇主的留心法则（Marriott International the rules of care for Best Employers）

1、万豪国际最佳雇主的留心法则（Marriott International the rules of care for Best Employers）At Marriott International Hotels Group (hereinafter referred to as Marriott group), founder Willard. Marriott's words have been deep in the hearts of every employee: "only the good care of employees, they will better

2、care of customers."". As a staff member, and even the director of human resources at Marriott China, 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 higher proportion of sen

3、ior staff, 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 a highly mobile hotel ind

4、ustry, Marriott's turnover rate remains the lowest in the industry.So, what's the secret of Marriott keeping employees? Let's share Yan Jiewen's work with us.Tide over difficultiesSince its establishment in 1927, Marriott has consistently adhered to the six core values of trust, conc

5、ern, honesty, integrity, respect and fairness. At Marriott, from hotel manager to general employee, these six values are used to measure and judge every decision and daily behavior. Especially since the outbreak of the financial crisis, the hotel industry, which has a high turnover rate of employees

6、, 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 the past the Marriott enterprise

7、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 performance so that each employee

8、 can understand the company's business. Yan Jiewen said the hotel manager, chief financial officer and marketing director will share the company's finances and operations with the company during the quarter. Therefore, all staff at Marriott are fully aware of the achievement of the objective

9、s of the quarter and departments and are able to understand the gap between them and other hotels.In addition, the other department managers will also convene staff of the Department every month, face to face communication of recent work, exchange of experience. Different from the "Town Hall Me

10、eting", 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 department. Employees can also direc

11、tly 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 treatment. Every year, Marriott empl

12、oys a third party company to do an anonymous employee satisfaction survey of its hotel to see what employees think about the group and the boss. When employees have problems, they can also seek a fair, open and fair solution to Marriott's "Peer Review" system.In these ways, employees w

13、ill be able to better understand each of the decisions made by unitary stores, enhancing their executive power and team cohesiveness. Yan Jiewen said, Marriott always hope that through this way of communication, so that each employee can clearly recognize their own difficulties and challenges facing

14、 the sector and the whole hotel, mobilize and play the enthusiasm and creativity of employees.Method two: sincere treatment of subordinatesAs the saying goes, "a man without a letter is not a stand, a thing without a letter", it should also be the purpose of management, and honest communic

15、ation with employees, but also more worthy of promotion. Yan Jiewen believes that open and honest communication is necessary to maintain at any time with employees, especially facing the development and survival of the plight, managers and subordinates relatively honest, tend to be more efficiently

16、infected employees. In Marriott, the hotel's operating conditions, customer satisfaction, employee satisfaction and other information will be published in a variety of ways truthfully to the staff. As before 2009 the hotel achieved performance did not meet expectations, after the approval of the

17、 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 to face the current difficulties with employees and take appropriate measures, t

18、hese initiatives have been widely recognized by employees, and did not affect the enthusiasm of employees. With the economy recovering, Marriott began to restore some of the benefits that had been suspended before, and in 2010, a salary increase was planned. Through this "winter" test, emp

19、loyees 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 depression, a material reward will increase the economic burden of the enterprise, the spirit of pr

20、aise and reward, on staff motivation, than any time in the past, any way more effective. For example, Marriott will use its hotels as a unit to regularly count the number of employees who have been promoted or removed due to outstanding work, and issue certificates to the hotel. It can not only make

21、 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 the hotel, even in the most ordinary jobs will fulfill their dream of occupation.Method four: clear goalsB

22、y setting up clear and realistic goals, companies can not only keep their morale up, but also help them achieve their goals. The Marriott manager staff as an example, their annual bonus and annual increase and performance indicators when completed, but if there are some special circumstances, unpred

23、ictable factors such as "SARS", may make the individual and the whole hotel's performance at the landslide, will directly affect the personal year-end assessment. Therefore, according to the actual operation of the adjustment objectives, both in line with the actual situation of enterp

24、rises, but also to maintain the morale of employees. Marriott will create opportunities for employees in the middle of the year to revise their personal performance goals at the beginning of the year,Doing so can eliminate the negative effects of unforeseen adverse factors and help employees achieve

25、 their desired goals.Method five: active participationJust as "open communication", Marriott and all of its Hotel decisions need to be involved and discussed by employees. Practice has proved that all employees are involved in ongoing projects and business development will. What's more

26、, they will always produce creative ideas and suggestions that will be very useful for achieving and improving the business process. At the same time, the hotel has the opportunity to participate in the action of social responsibility, such as raising medical fund for the disabled children, helping

27、the disadvantaged groups in the cities to solve the housing problem and so on. Through the full participation, can enhance the staff's sense of social responsibility, the hotel's decision-making can also better implement.Method six: tools for success"To do good work must first sharpen h

28、is 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 make them even more outstanding performance at work, in the occupation career to become more mature. Yan Jiewen explains that the

29、 tools shared by Marriott and employees are not just tangible tools that can be seen and touched, but also include many virtual tools. As in the company's website related courses, providing career planning consulting services and so on, these can not only help employees solve practical problems

30、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 posts.Method seven: full trustAs the leader of an enterprise, it is important to believe that most employees are able and willi

31、ng 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. Marriott encourages managers to believe in the good qualities of their employees and encourages employees to express their ideas.

32、 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". The manager relied on their analysis and accepted the advice, which featured hotel products accordingly and re

33、ceived favorable comments from customers. Managers trust, help employees in the work of more opportunities for development, so that the work concept of sublimation, efficiency doubled.Pay attention to internal selectionMarriott group attaches great importance to the heritage of corporate culture, ev

34、ery growing up in Marriott employees, have fully inherited the Marriott hospitality and the idea of mutual service among employees. Nearly 50% of Marriott's executives have been promoted from within the firm, fearing that employees will dilute the culture. Vacancies in the company will give prio

35、rity to internal staff, only when there is no suitable internal candidates will be recruited from the community. The greater the proportion of internal promotions, the more opportunities for employees to be promoted. Yan Jiewen said, "at the Marriott, as long as the efforts, there will be the b

36、eginning 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 manager of such senior management, Marriott is firmly implement the internal selection mechanism, where

37、 foreign "airborne" phenomenon is rare. 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 before they can take up the post of general manager. In order to speed up the cultivation of talents, the Marrio

38、tt 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 at the Marriott will soon be promoted and reuse."Working at Marriott, everyone has lots of opportunities an

39、d 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 horizons, she served in Vietnam, Hongkong, Tianjin, Shanghai and other places of the Marriott, staff from the grassr

40、oots to the human resources manager before being promoted to the director of human resources in country area.Implement a talent development programYan Jiewen believes that providing training and career development will be key to retaining talent, especially retaining new hires. It is also one of the

41、 most sensible business strategies to train and retain good employees. Marriott has been trying to create an excellent work environment that allows employees to feel that they will continue to have opportunities for learning and development. Within the group, Marriott's training methods are uniq

42、ue. The company provides that each employee has 15 minutes of training each day. Marriott summed up 20 basic habits for employees and asked them to review one of them every day. Because Marriott believes that employees will behave more naturally and smoothly if they are accustomed to providing servi

43、ces.Yan Jiewen said that each year the managers of staff related training will not be less than 40 hours, the average staff will not be less than 60 hours. In order to ensure adequate training funding, Marriott has established an international training fund. Marriott a year for each manager to come

44、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. In this way, the group's annual training fee for managers is $1 million 400 thousand. Thanks to such a stable i

45、nternational training fund, the Marriott group every year to ensure the basic fixed training funds, whether it is "SARS" or "financial crisis", failed to affect training expenditure.It is expected that over the next 5 years, Marriott will employ more than 150 thousand new employe

46、es in areas outside the United States, with an emphasis on emerging markets such as India and the middle east. Marriott International Human Resources Department Senior Vice President Jim Pilarski said: "in the current economic downturn in the climate, the additional quantity can be said to be v

47、ery 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 Group and other talents as needed. Therefore,At the right time, it is important to se

48、lect the right person for the job. One of Marriott's initiatives is to build partnerships with internationally renowned hotel training schools, such as the introduction of talented people from prestigious institutions such as the Swiss Lyon Hotel School of management. Recently, the Lyon Hotel Sc

49、hool of management and Marriott group launched a program on income management. It is the fastest growing hotel discipline and has 23 graduate students, most of whom work in the junior positions of Marriott international.At the same time, Marriott China has also begun cooperation with some domestic universities, and began to train their own professionals. Beginning in 2007, Marriott International signed a cooper