What does the foreman do?

1, the modern hotel foreman should have real talent and practical knowledge and be able to do it.

Employees attending the seminar agreed that a competent foreman should first be familiar with the business knowledge related to his work and have strong operational skills, and should be a "small expert" in this respect. If a foreman does not fully grasp the procedures, standards and quality inspection specifications of the work he is in charge of, or is not skilled in operation, it will be difficult to manage his subordinates well, and sometimes even make jokes on them. The competency training for new employees of Sheraton Hotel is divided into four levels: (1) Trained; (2) the ability to meet basic needs; (3) Ability to meet basic requirements and Sheraton guest satisfaction standards; (4) the ability to meet the basic requirements and Sheraton guest satisfaction standards, and effective. As a foreman, he should be able to meet the requirements of the above-mentioned fourth ability level in business knowledge and operation skills, even the foreman who has just transferred to another post should try to meet this requirement as soon as possible.

Foremen should not only master certain business knowledge and operational skills, but also have a certain theoretical basis of management. Many foremen put the degree and standard of a certain job in the first place when training their subordinates, but why do they do this? Or what should be avoided? All talk and no practice, mediocre training and low morale of employees participating in training are all manifestations of lack of basic theoretical literacy, which should be made up by efforts. Now is the information age, with new knowledge, new technology, new concepts and new theories emerging one after another. If you don't keep pace with the times and study hard, you may fall behind, especially those older "old" foremen, who can't just stick to their roots. Moreover, the customers we are facing now are more knowledgeable, more demanding, more rational in consumption, more critical and more difficult to serve "God". The foreman in charge of the front line must be good at grasping the new situation and constantly studying the new needs of customers, so as to lead employees to continuously carry out service innovation.

Some employees said, "There is still a very practical question. Does the foreman want to cooperate with his subordinates?"? Because some foremen think: "In-class inspection is busy enough, how can we have time to work with employees?" In fact, the foreman can squeeze out some time to lead the staff, especially when the service work is urgent, which can motivate the staff. At the same time, some problems can be found in the process of working together, which is conducive to improving supervision and management. A foreman who only talks but doesn't do it, or only scolds his subordinates, can hardly establish real prestige in front of his subordinates.

2. The modern hotel foreman should be fair and just, and don't engage in personal relationships.

Some employees think: "Although the position of foreman is small, it is the most direct boss for employees. If the relationship is not good,' little shoes' may be enough for you to wear! " Their desire for the foreman is the same: strict but not afraid, as long as the case is handled impartially and not "judge a person by his appearance", everyone will be convinced psychologically.

Usually, employees have two major opinions about the foreman, one is unreasonable work distribution, and the other is unfair handling of problems. One day, a hotel room cleaner complained to me: "Today, the foreman assigned me to clean 13 rooms, and some employees did much less than me." I tried my best to clean it for a long time, but when the head waiter checked the room, he caught some small problems in my cleaning and punished me for doing it again. I was really unconvinced at the time. "

It is difficult to determine whether employees' psychological dissatisfaction is justified according to the above concerns. However, the author believes that if the foreman makes clear the work tasks and division of labor (including employees who need to be taken care of), that is, the work arrangement is as transparent as possible and the workload distribution is generally reasonable, I think most employees can be reasonable. For various reasons, the cleaning progress of each employee will be different. At the end of the work, the foreman will properly coordinate and organize employees to help each other, reflecting the spirit of unity and mutual assistance within the team, and employees who are behind in cleaning will also be encouraged and educated. As for the foreman's persistence in some small problems during rounds, we must be sure that "strictness" is right, but "strictness" should be measured and "strictness" should pay attention to methods. Pay close attention to important issues, especially those that may cause customer complaints, and deal with them seriously. It is said that the quality inspector of a hotel spent more than 40 minutes checking a room and found out more than 10 problems, such as a little floating ash on the carpet in the corner, a little water on the purified water tray, a little short hair on the bathroom floor and a penalty slip. Similar to this treatment, the employees involved may not be convinced, and it is difficult to truly achieve the purpose of education rectification. The foreman on duty should not only check the problems in the cleaner's work afterwards, but also conduct spot checks in the cleaning process, point out the problems in time, help correct them, and strengthen the quality control in the cleaning process, instead of blindly adopting the method of "calculating the general ledger" afterwards. The problems found should be summarized and analyzed in detail at the next day's pre-shift meeting to attract everyone's attention. For those serious problems or problems caused by poor sense of responsibility, not only do you have to be punished for redoing, but even deduct points and bonuses, which makes the parties feel "painful".

Whether the foreman and employees can get along with each other in good faith, what employees value is whether the foreman is decent. Although some foreman's ability and level are not very strong, they are good at getting along honestly with subordinates, establishing friendship and trust with them, and making employees take the initiative. The cohesion of this team is generally strong. Most employees look down on the foreman who bullies the weak and fears the hard, engages in intimacy and even engages in small circles, so how to do a good job in team building? Another important aspect for the foreman to win the hearts of employees is to respect their personality. Don't put on an "official" shelf in front of employees, and scold them at every turn. Most employees have their own specialties, and the foreman should sincerely learn from them and ask for advice. Don't think it will lower their social status. On the contrary, the more sincere you are to employees, the more employees will treat you as bosom friends. Foremen should take the initiative to do the ideological work of employees. If employees have problems, on the basis of finding out the facts, critics should criticize (pay attention to the proper way), don't "point fingers at mulberry trees", don't always report to superiors, and let superiors "punish" employees, so that employees' opinions will be greater, which is not conducive to the fundamental solution of the problem. For employees who have made mistakes, help them enthusiastically, not sarcastically; We should answer some simple questions put forward by new employees patiently and actively, instead of dismissing them, thus hurting the self-esteem of new employees.

3. The modern hotel foreman should be good at communication and coordination.

Communication is not only the transmission and exchange of information, but also the exchange of feelings and opinions. How efficient the foreman is, and whether he can communicate effectively with employees is the key. How does the foreman communicate well with his subordinates? Employees expect the foreman to pay attention to the following aspects:

(1) Pay attention to two-way communication. When arranging work or talking with individual employees, we should pay attention to listening to the opinions of subordinates, broaden our thinking and understand what employees are thinking. Even if employees' opinions are sometimes incorrect, let them finish their sentences and then explain and convince the incorrect parts.

(2) It should be recognized that the attitude when talking with subordinates is more important than the content of the conversation. For example, if an employee makes a mistake, the foreman will thank you from the heart, even if the criticism is heavy. If he complains about sarcasm, even if the employee realizes the mistake in his heart, he will think you are bluffing. Some foreman should also change the habit of pitying and praising subordinates, pay attention to and dig out the commendable places of employees at any time, and make the praised people feel happy and doubly moved. "The person who cares about me is my foreman."

(3) Cultivate the good habit of listening to the opinions of subordinates. Some foremen think they are smart and often don't listen to their subordinates' suggestions, especially for those employees who can't grasp the key points. They are upset when they see his suggestions. Some people are narrow-minded and give advice to employees who do not feel the same way. After listening, they immediately interrupted, making it impossible for the other party to step down. These are not ways to talk openly.

(4) Pay attention to communication skills and the power of language. Coordination is another important work in the process of foreman supervision. Besides paying attention to the coordination within the team, we should also be good at coordinating with other teams, departments and superiors. Foremen who only focus on their own work without paying attention to mobilizing the enthusiasm of all parties will often fall into an embarrassing situation of getting twice the result with half the effort, even if they work hard and tired.

4, modern hotel foreman should be flexible, can correctly implement the intention of the superior.

Foreman should be able to accurately understand and seriously implement the work deployed by superiors. In the process of implementation, we should not just be a megaphone and memorize dogmas, but combine the actual situation of our team and the changes in the requirements of receiving guests, flexibly grasp and properly adjust the specific operational procedures and norms on the premise of adhering to the quality of service, and creatively carry out our work to continuously enrich the characteristics of our team's personalized service and our own level of supervision and management.

If you encounter difficult problems in your work, you should carefully analyze and think hard, and deal with them promptly and decisively on the premise of meeting the requirements of the guests as much as possible. Don't wait for the reply from the superior, because it will delay the service opportunity, offend or even lose some guests.

The head waiter of a modern hotel should be brave enough to take responsibility and not hide his mistakes.

The employees all admire this responsible and daring foreman. They insist on doing the right thing, doing the wrong thing (including giving wrong guidance to employees) have the courage to admit mistakes and correct them, do not emphasize making excuses objectively, and will not put the blame on others. When employees make mistakes in their work, they don't just blame their subordinates, but look for reasons from the perspective of leaders, analyze their own responsibilities, learn from them and improve them. Don't vent your anger on employees even if they are criticized by their superiors for their mistakes.

Most employees are proud to have such a foreman. In order to encourage the foreman to carry forward the spirit of courage and responsibility, it is absolutely necessary for the hotel decision-making layer to grant him certain power to deal with emergencies on the spot.