中国酒店业的培训发展之路-安强
[简历]
旗舰（香港）专业酒店培训有限公司 总裁
丽晶半岛（香港）国际酒店管理有限公司 总裁
广东地区酒店总经理联谊会
副秘书长
中外酒店论坛副秘书长
Resume:
The president of Flagship Hotels Professional Training (H.K) Co., Ltd
The deputy general secretary of International Hotel Forum Organization
中国酒店从业人员招聘素质分析：
注：以上为普遍现象
从以上图示中可以看出，酒店业的快速发展，导致人力紧缺。同时，酒店流动率加大，由此产生新员工招聘素质普遍下降，这是尽几年来突出显示出的人力资源现。酒店人力资源经理疲于四处招人，许多酒店设置招聘经理一职。人员素质的普遍下降，为酒店培训工作带来压力，一方面提升服务素质非一日之功，另一方面人员的流失率从3.5%的临界点进入10%的高流失率，这一现象在酒店业发达地区已成为事实，民企酒店的流失率最为突出，其中一个重要原因就是员工得不到更多的培训与学习的机会。在当今，中国民营企业投资的酒店以“攻城掠地”的趋势快速发展，酒店培训工作的开展和人才培养整体上还未能进入成熟期。酒店业高水平的培训经理奇缺，不仅如此，培训经理也未能统揽所有管理人员的培训，我们应从更深的层面去解决酒店发展与人才培养这一课题。
中、外酒店培训对比分析：
从一家酒店的培训实力上，可以看出这家酒店的管理水平。经常给予员工培训的酒店，其员工的服务状态和服务素质会给人的感觉，由此可以得出一个简单的结论——纵然培训不能解决所有问题，但酒店没有培训是万万不能的事情。培训体系的建立与实施和持续培训能力，是人员服务素质和管理素质的根本保证。
在中国酒店业，近乎70%的酒店培训工作的开展不尽理想，同时，也深感推动培训工作的艰难，犹如两万五千里长征。培训工作的整体上被诸多的因素所困惑，缺乏一种自然形成制度化的机制，推动培训工作的顺畅开展。
国内酒店与国际集团培训对比分析
从世界著名国际酒店管理集团的培训中，不难看出我们在培训方面的差异。
培训中的困惑与解困之道
中国酒店业的精英们清醒的认识到，酒店业的发展快于人才培养时，人才危机随时就会到来，但最为关键的是如何是使之同步发展，培训可造就一个人的综合能力的提高，培训要有效果，不能蜻蜓点水。培训的精华是使员工产生一种自觉参与培训的意识。
酒店培训的软肋棗意识、教程、教官、系统建立、支持（资金及重视程度）。
培训工作的开展要有清晰的思路及重点，建立系统与管理机制是培训工作得以有效实施的保证。中国酒店业的培训发展之路，应借鉴国际酒店集团的人才战略培养与培训机制，建立自身的培训体系，走经营管理与人才培养双轨并行的最佳途径，实现集团公司及总经理的预期目标。
中国酒店业的培训发展之路
1、集团化酒店管理公司培训机制的建立；
管理公司培训机制不同于单体酒店的培训体系，国内集团化酒店管理公司在快速发展的同时，应把集团核心竞争力中的人才培养放在重要的位置，高度重视连锁酒店的整体培训工作，真正体现出管理公司的作用。从培训系统建立、到技术支持；从酒店培训工作的统筹，到人力资源职业生涯发展规划；从人才选拔，到培训教程的编制等等，借鉴、挖掘、推行先进的培训手段及方法，为集团发展制定出吸收、引进、培养酒店精英的人才培养机制，让他们感觉不仅仅是在付出，更多的在学习中成长，给予他们更多的学习机会，国际著名酒店管理集团[喜达屋的酒店管理学院]给为我们树立了很好的榜样。
2、酒店行之有效的培训体系的建立
酒店单靠酒店管理专家一两次培训无法解决根本问题，解决问题的根本方法是建立体系及相关管理机制。培训体系的建立是持续培训能力的根本保证。当一位新员工进入酒店后，酒店对其一系列培训便拉开了序幕。从最基础的新员工入职培训，到员工的岗位技能培训；从管理级人员晋升发展培训到其他针对管理人员的培训项目，使酒店的培训工作有效开展，这些都要靠完善的体系作支撑。从酒店集团管理公司到酒店总经理，从酒店部门经理到普通员工，培训意识和参与意识一个都不能少。
案例：当你进入喜来登酒店培训部之后，一排排不同部门的操作运作系统手册、集团统一印刷编制的培训教材、录像带、培训图片和各种证书等一并映入眼帘，这在我们国内培训部很少见到的场景。这些管理及培训资料奠定了喜来登管理及培训软件的基础。喜来登每一项培训科目的设计，都是由一些酒店专家经过精心研制出来的，其版本的设计及使用令人爱不释手。由于有了这些系统的管理培训软件，工作中便有了指导管理人员和员工各项工作的依据。
标准化操作培训系统的建立——P&P-POLICY PROCUDER（政策与程序）的制定是酒店标准化操作的基础，但有了[标准化操作手册]为什么还是出现许多不该出现的问题哪？关键是我们的操作手册只是管理软件，不是培训软件，只有把管理软件转变为培训手册的时候，每位员工才可以更加透彻的掌握标准化操作流程及相关政策。把标准化操作手册转化为培训手册是一项浩大工程，关键是怎样转变。培训的目的：建立标准；培训的结果：保持标准。培训工作的作用之一就是培训我们的各级管理人员如何理解管理软件和培训软件，只有建立了系统，才能把培训工作做到家！
3、系统、完善、专业的培训教程的编制；
培训课程应有层次之分。中、高层管理培训、基层管理培训、员工培训应有不同的培训项目。（请参见中外酒店杂志培训功夫茶之一：培训体系的建立与实施）。培训课程的设计要针对工作中经常面对的问题且有实际指导意义。酒店培训重点侧重于服务素质和管理素质的培训，培训教材的编制要有的放矢！
服务素质培训新理念棗硬技能和软服务
硬技能是指岗位的操作技能（例如：摆台、出品、铺床、卫生的打理，机械使用等）；
软服务是指岗位的服务感受（例如：服务意识、服务态度、服务流程、管理艺术等）
管理素质培训新理念——传统型与现代型
从管理技巧型向管理艺术型转变，从经验运作型向知识型、市场型转变。这些都需要有系统的、循序渐进的培训教程作依托，不断的为服务及管理人员进行[知识更新式培训]，以适应快速发展的中国酒店业。所以，培训教材的编制不是一成不变的，尤其是高层管理人员的培训，每一年都要有新的知识注入，
国内单体酒店及管理公司难以投入巨额资金和大量人力去研发、编制培训教材，图书市场酒店专柜寥寥无几且空洞无味的各种录象及光盘少有酒店去光顾购买，因为几乎都是岗位操作流程的现场录象。但酒店最为需要的是对管理人员管理领导艺术方面的系列教材和相配的光盘，于是酒店把提余世维大师的光盘拿给员工观看，可见我们酒店专用多媒体教材的匮乏。所以，先进、系统、完善的培训教程将是酒店培训部开展丰富多彩培训的基石。
4、中国酒店管理学院的人才培养
高分低能的教育模式在酒店教育领域必定没有出路，因为酒店行业对人的综合能力要求较高，从实际操作能力到沟通交际能力，从人员培训能力到管理领导能力，面对不同的群体与环境，这种实际运作能力是要从基础开始磨练的，我们为他们搭建什么样的培养之路，决定我们将来的这些酒店人才综合素质基础与实际操作能力的高低。
我们辛勤培养的酒店专业的大学生进入酒店，根本目的不是增加一个劳动力，多了一个端盘子的人，操作的硬技能有许多可以在学院内完成，逐渐让他们了解酒店行业服务的特性，掌握更多的专业知识。“中国旅游管理干部学院”的“中澳班”开创了实用型酒店服务与管理人才培养的良好模式。
酒店专业的大学生，在酒店的自动离职率一直呈上升趋势，是他们好高骛远，还是我们没有好的发展机制留住他们，或许这种现象同时存在，但关键一点是我们能否给他们一个更可发挥他们的舞台。从我们的课程设置（专业性）、师资水平（酒店从业经验）、教材选用（编写人）、校企联合（1加N模式）、市场需求（人才紧缺岗位）、能力培养（适应性与开拓性）等诸多因素中，是否决定我们能否培养出酒店需要的专才。
5、借助外力建立培训系统的方法
专业的事让专业公司去做，把他们强大的专业资源优势，为我们所用。让专业培训公司按照酒店集团公司或酒店的需求设计培训体系，把企业发展远景目标及培训文化融入到培训体系当中，当系统建立后，将是企业永久的收益。
另一方面，当自身的体制不能有效推动改革与创新时，就要借助外力来推动实施。是外来的和尚也好，是鲶鱼效应也好，只要能为企业带来活力与振动，取得好的效果，就是成功与收获，跑在前面的马，先看到新的草原！
我们呼唤具有较高酒店管理培训水准的培训机构；呼唤放开视野，挖掘、借鉴国外科学的培训经验；呼唤系统、实用的培训宝典的诞生；呼唤更多的酒店管理培训专家；呼唤我国品牌酒店甘当头雁，使我国酒店培训形成雁行发展。
与“国际接轨”是当代中国酒店业必走之路。我们期望更多的酒店去了解、借鉴国际酒店集团的培训管理理念，运做机制，经营管理手段。过去的是经验，未来的是希望，“一花开放不是春，百花齐放春满园”，作为酒店经理人，我们有责任为此而付诸行动，为中国酒店业的人才培养踏上更高的起点，奉献出我们的真诚、智慧、专业与责任！
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.
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