万豪酒店在中国怎么招人

    如果2009年第二季度我们决心要拿出更漂亮的业绩，最简单的做法就是削减医保这类开支，这样报表就会好看了。可能当季的股价也会高一点。但是考虑到这么做会让员工满意率下降，人才流失率提高，到了2011和2012年反而会导致业绩下滑，那时我们还得重新请回那些离职的员工，那就得不偿失了。

    除此之外，从长远来看，这么做最终得到的将是一些无法计算的东西。如果我们的员工虽然没离职，但却对工作提不起劲头，就会影响客人在酒店的体验。

    特别是现在业内的人才战越来越激烈，就更需要注意这一点，对吗？

    这方面中国可能是让我们感到压力最大的地方，因为我们需要在那儿招聘成千上万的员工。如果我们能留住员工，降低离职率，同时让员工主动帮我们招徕更多人才。也就是说，他们告诉朋友万豪酒店是一个多么好的东家，我们就有了一个很好的开端。

    听起来，打造良好的工作环境有很重要的商业价值。

    绝对如此。这么做既正确，而且利人利己。我想起那个我们已经遵循了几十年的老定理：对员工好，他们就会对客人好，这样才会不断有回头客。

    那么在新兴市场里，在对待员工的标准问题上，你们和当地政府有过不同意见吗？

    我想了想，从来没有那个当地政府告诉我们，让我们别对员工那么好，也从来没有过类似的告诫。的确，现在全球都会碰到文化差异问题，不过这种差异更多和性别有关，而不是别的。

    现在你们在做什么让人兴奋的新项目吗？

    我们的客户群中新生代的人数正在大幅增长。我们要设法满足这个群体的需求，他们的需求其实和我这类年纪更大的旅行者差不多。但是他们对设计和高品质饮食的兴趣更大。

    我们都喜欢高品质的精美事物。

    我们都喜欢感官愉悦。我想，当人们开始习惯客房的舒适、安全和整洁时，他们就会觉得这些品质是理所当然的，然后就开始喃喃自语：“好，现在我可以好好放松放松了。”（财富中文网）

    译者：清远

    If we had been maniacally focused on delivering better financial results for one quarter in the second quarter of 2009, the simplest way to do that would have been to cut expenses like health care and post better results. And that may well have given us a few pennies' higher stock price that quarter. But there would have been a real expense associated with that in terms of a less satisfied workforce, higher turnover, and therefore reduced financial results some time in 2011 and 2012, when we would have had to rehire the folks we had lost.

    Beyond that, long-term, you wind up with something that is incalculable. If we had ended up with a group of associates that maybe didn't leave but were less positive about their jobs that would have impacted the experience in the hotel.

    Especially since now you face tough competition to get the best hires, right?

    China is the place that probably puts the biggest pressure on us, simply because we need to hire tens of thousands of people there. If we can keep people and reduce turnover and make them recruiters for us as well, where they're telling their friends about what a great place this is to work, that's a great place to start.

    It sounds like there's a strong business case for being a nice place to work.

    Oh absolutely. This is doing something that is good and right but it's not entirely altruistic. I think back to that decades-old formulation we started with: take care of the associates and they'll take care of the guests, and the guests will come back again and again.

    Do you ever have tough conversations with governments of countries in emerging markets about your standards for treating employees?

    I cannot think of a single instance in which government has told us to take poorer care of our employees, or anything like it. Now, to be sure, there are cultural differences all around the world. They tend to be more around gender than anything else.

    Any new exciting projects underway?

    We are dramatically growing the gen-X and gen-Y share of our customer base. We have to cater to the demands of that group, which are similar to older travelers like me. But they include a greater interest in design and high-quality food and beverage.

    We do like pretty things.

    We like our senses engaged. I think as people get used to the comfort and security and cleanliness of a room, they begin to take that for granted and say, "Okay, now I want to be turned on."