Abstract: Human resources are the most basic, important and precious resources of hotels. A hotel, no matter how perfect its organization and advanced equipment are, will never become a first-class hotel if its employees do not give full play to their enthusiasm for work. The competition between hotels is essentially the competition of talents. The use and management of hotel's financial, material and information resources are inevitably influenced by the quality of human resources, which determines the use effect of other hotel resources and the effect of hotel business activities. This is what people often say: "Everything depends on human effort." In the process of hotel management, only by "making the best use of people" can we make the best use of everything. [Keywords:] hotel human resources personnel training At present, some hotel managers only emphasize short-term economic benefits and lack long-term vision. They think that training will only increase the cost of enterprises, reduce the profit, and ignore the training of employees. There are also many managers who are worried that employees will change jobs sooner or later and are unwilling to make great efforts to train employees. With the rapid development of hotels today, hotel managers should realize that people are the first element of hotel success. Only high-quality employees can improve the competitiveness of hotels. Therefore, hotel managers should attach importance to the training of employees and provide employees with various recharge opportunities based on the principle of "employees first". Establish training files in the hotel, and conduct continuous follow-up training according to the development of employees, so that employees can constantly update their knowledge and skills and meet their growing knowledge and development needs. I. Hotel Talents With the rapid development of China's tourism industry, various hotels in China need a large number of employees, especially professional managers. China's tourism colleges can only provide 654.38 million graduates every year, and the demand for tourism professionals is in short supply. The main reasons for the shortage of professionals are as follows: 1. In addition to all the characteristics of the service industry, the industry hotel industry also has many particularities. As a densely populated industry, the requirements for employees are very high. In addition to appearance, affinity and adaptability, star-rated hotels also have high requirements for foreign languages. People who can do well in hotels can often excel in other industries. 2, the advantage is no longer many people think that wages in other industries are not as high as hotels, which makes hotels very attractive. Good working environment and hardware facilities make star-rated hotels have a good sense of work superiority, and have advantages in psychological identity and social identity. However, with the influx of foreign companies into China and the emergence of ultra-luxury office buildings, hotel hardware has been difficult to attract job seekers. Judging from the quality of employees, if they are good-looking, their English is acceptable and it is easy to find an office job. But for some ordinary people, they can't get in, thus losing some talents. 3. Social prejudice Many parents and young people think that the hotel industry is a job of serving people and eating youth meals. At present, the younger generation are basically only children. Parents don't want their children to suffer like this. The waiter standing for eight hours alone is enough to make many people can't stand the "three shifts" work system, leaving young people with no leisure to play. 4. Talent Dilution With more and more foreign capital entering hotels, the demand for hotel talents is growing. Hotel talent is a constant in a certain period of time. With the diversion of hotel talents, talents are diluted, and it is not easy to find the talents you want, which leads to fierce competition in industry recruitment. Second, the problems existing in hotel human resource management 1, lack of competitiveness in salary Among all the factors that determine employee turnover, the most important factor is the relative salary level. Some employees may choose to change jobs after finding a company that can offer higher pay. 2. In the past, there were few training opportunities for employees, and we paid little attention to this aspect, but in recent years, we have attached great importance to improving the professional level of employees. Among them, only those hotels with high star ratings do better. The hotel thinks that the training cost is high and there are many employees who change jobs. Only those excellent people in the hotel have the opportunity to train. 3. Lack of career planning for employees From the current overall team of the hotel, old employees occupy half of the country and maintain a high degree of stability. If we must make structural changes, we must take this huge crowd into account and don't make overall salary adjustments easily. We should consider the corresponding input and output, as well as the negative cost and its impact brought by the corresponding loss unchanged. From the perspective of hotel development, we need talents from two aspects: first, management-oriented managers, that is, educated managers, learn from teachers, manage and innovate; On the other hand, there is a great demand for these professionals. Some professional and technical personnel can't be competent after being placed in management positions. And relatively speaking, the cycle of manager training may be relatively short. After two years of training, high flyers of a professional college may become a manager with more than one supervisor. The training of professional and technical personnel is much more complicated. It is a worrying phenomenon that grass-roots managers lack promotion opportunities. Senior managers (including supervisors) in hotels have basically worked for more than 2 years, or even longer. In other words, at present, the core members of our hotel are stable and experienced after long-term training; But the disadvantage is low academic qualifications; Only the foreman level has some new highly educated employees, but the proportion is very small. The highly educated employees will not be promoted to higher positions for a while, or the room for highly educated employees to grow is too small. Third, the solution 1. Introduce laid-off workers and strengthen training. For some jobs that don't require high academic qualifications and age, we can solve the recruitment problem by recruiting laid-off workers. On the one hand, it relieves the employment pressure of society. On the other hand, laid-off workers are relatively stable and their costs are relatively low. 2. Improve welfare benefits and implement corporate culture. At present, people's living standards are not high. Employees work in hotels for a living. Since it is to make a living, you have to consider income. With the general improvement of people's consumption level, it is necessary to improve the salary and welfare level of employees. When employees' efforts and income do not match, job-hopping becomes possible. If the hotel can improve the salary and welfare level of employees in a planned way and establish a reasonable salary system, it can not only effectively curb the outflow of employees, but also attract external talents to join. Cultural power is competitiveness, cultural power is the combination of cohesion, environmental power and quality power, which can form an environment that binds people's hearts. Enterprises should have their own corporate culture, and corporate culture itself should give people unlimited imagination space, and at the same time have the opportunity to realize imagination. While serving the enterprise, talents will pay attention to the pursuit of self-development and self-improvement, so that they have the opportunity to be recreated and appreciated within the enterprise. If an enterprise has no culture or blindly pursues profits and ignores the spiritual needs of employees, it is to give talents a raise, which can only be used to retain talents for a while but not for a lifetime. 3. Make good use of interns and strengthen school-enterprise cooperation. Interns are generally graduates majoring in tourism management in professional colleges with high academic qualifications. What they learn in school is very targeted, they have a deep understanding of this major, and they are more plastic than ordinary employees, but they lack practical opportunities. More cooperation with schools is also conducive to selecting better employees. 4. Actively guide employees to carry out career planning. When a hotel recruits, it is necessary to make a good career plan for employees, which can increase their loyalty to the hotel and give play to their advantages from their own conditions. 5. Strive to retain outstanding talents. Hotels should formulate scientific and effective salary strategies. The level of salary not only provides employees with different spending power materially, but also becomes an indicator of personal value, which determines the attractiveness of the hotel to a certain extent. By formulating different forms of salary management strategies to absorb different levels of talents. Fourth, the way to train talents in hotels People are the most precious and important resources in the world. But it is also the most complicated and difficult resource to use well. Human resources are the driving force for the sustainable development of hotels and the source of wealth. It is the foundation of hotel building management and the foundation of management. 1, internal training is a common way in hotels, which is regularly arranged by the human resources department, with the purpose of updating concepts and business capabilities. 2. Cooperation with institutions of higher learning is also common. The hotel regularly sends some employees to colleges and universities to study. 3. Providing opportunities for further study abroad In order to better participate in the competition, some hotels send their internal staff abroad for further study, so as to bring advanced foreign ideas and knowledge back to the hotel. V. Summary As we all know, human resources are the first resource. In the final analysis, the competition in today's society is the competition of talents. Enterprises and units should develop and train talents, especially hotels. Which hotel develops talents early and lets employees absorb the latest theoretical knowledge to improve their business level at the earliest, then this hotel can walk in the forefront of the hotel industry. Reasonable development and training of human resources and giving full play to people's greatest potential can provide great economic benefits for hotel management objectives.