MIA Hotel Talents And The Present Situation And The Developement Strategy Research

In recent years our country has witnessed the rapid development of the Internet. Bythe end of June2012, the number of China’s Internet users has reached538million.Meanwhile the Internet promotes the rapid development of network recruitment.Compared with traditional recruitment methods, network recruitment has the advantagesof not being constrained by time and space, low cost, high efficiency, large amount ofavailable information, so a lot of enterprises has begun to utilize it to recruit talents.Traditional network recruitment did not need advanced technology, so a lot of businesseshad high regard to the industry’s prospect; they got access to this sector, forming acomprehensive talent network recruitment pattern with "zhaopin","51job","the Chineseelite" as its three giants. Network recruitment pattern has changed from the traditionalelectronic messaging position distribution model, to the talent database model, then to thecurrent segmentation model. Since2011, the traditional recruitment website has ushered inan outbreak period and profited enormously. Now Chinese network recruitment industry isundergoing a segmentation trend, which can be further divided into regional, mode,professional, quality segmentation.MIA hotel talent network focuses on the segment of hotel talent network recruitment,taking college and university hotel management talents as its starting point. Throughnearly10years’ development it can now offer diverse services to enterprises, such asrecruitment services, training services, industry portal, and executive search service.With the constant changes of enterprises’ demands for talents and the market economy,standards of network recruitment service are increasing, as a result MIA hotel talentsnetwork has been affected.Among the factors influencing MIA hotel network three elements stand out"hotelpeople group","hotel group","hotel management college group". This paper bases itsanalysis on a survey on the three factors respectively, paying special attention to customerdemands and concludes that the three groups have different demands; from interviews thispaper also analyzes the network’s advantages and disadvantages. Considering the threegroups’ different demands and MIA hotel talent network’s advantages the author proposes five countermeasures: cooperating with other enterprises to realize mutual surplus; helpinghotels clear their obstacles to widen their development prospects; using its resources tohelp colleges and universities in their education of hotel management talents; segmentingits services to cater for different groups’ of customers; upgrading its technology andenhancing its core competitiveness; changing its marketing concepts to improve its tradepopularity.