In this era of rapid socio-economic development, competition is increasing in all sectors and new and emerging sectors are emerging. And as they say, “people eat for their own good”, the catering industry, as the one with the greatest potential for development and the greatest competition in the market, has become an important guarantee for the survival of catering enterprises, and the catering industry is nowHuman resources managementThere are problems in general。
On the training of human resources managers, we learned that we are currently in the countryCateringThe structural characteristics of human resources management are as follows: (1) younger and younger age; (2) lack of highly qualified composite talent among practitioners; and (3) imbalance in the ratio of women to men among practitioners, which can easily lead to problems in human resources management in enterprises。
In the development of human resources management in the catering industry, many enterprises tend to ignore the career planning of their staff. Many of the larger catering industries have introduced the “brainbrainer” approach to employee development. The so-called “management trainers” are some of the graduates who are recruited from universities and universities, and then from the lowest levels of the enterprise, with hands-on training in various sectors and final placement. It is understood, however, that this method of recruiting talent, while bringing young people to the enterprise, is accompanied by a large brain drain. The brain drain is one of the greatest problems in the management of human resources in enterprises。
In addition to thisStaff trainingThe mechanisms are inadequate, and the training errors are also a major problem in human resources management in the catering sector. Many catering enterprises lack well-developed training mechanisms, no specialized and systematic training institutions, including in-house cooking, and many are largely in the form of teacher training, lack professional training planning and training needs analysis. At the same time, some catering enterprises consider that the quality of services is related only to the staff at the grass-roots level and neglects the training of the staff of their management。
Moreover, the low level of remuneration paid to employees in many catering enterprises and the lack of appropriate incentives have significantly reduced the motivation of employees to work. In the measurement of remuneration, most enterprises are not linked to performance, do well without distinction, lack equity, and tend to receive far greater penalties and less awards under the regulations. As a result, the imperfection of incentive mechanisms has led to such problems as staff motivation, lack of initiative and creativity, and brain drain。
It is not difficult to know that the current system of human resources management in our common catering enterprise is not sufficiently well developed, that management attitudes are backward, and that there is a lack of scientific and strategic orientation. The question of how to adjust the level of human resources management in enterprises in terms of talent management remains a matter for study。
For more information on human resources management, we would like to welcome a visit to the website of the business education officer in the dunghua (http://www. Cdhsjy. Com/), or to call 13880954850, for which we will have a professional teacher。
