Core Viewpoint - The hotel is facing significant operational challenges due to the pandemic, leading to decreased revenue and high personnel costs, necessitating a restructuring of its management and staff [1][20]. Current Issues and Analysis - The hotel has a weak daily management system for middle-level managers, lacking a robust elimination mechanism, resulting in underperforming staff remaining in their positions for extended periods [3][21]. - There is an inadequate and unfair mechanism for staff separation, as the hotel has historically implemented a lifetime employment system, making it difficult to remove underperforming managers [4][22]. - The absence of suitable channels for staff separation poses a challenge, especially in a state-owned enterprise context where layoffs are not feasible, necessitating stable and effective placement for departing staff [5][23]. Solutions Proposed by Huaheng Zhixin - Establish a management constraint system and improve the evaluation mechanism for middle-level managers, focusing on both performance results and management capabilities [8][24]. - Create a fair and just staff separation mechanism, including clear regulations for staff elimination based on tenure and performance evaluations, ensuring transparency and accountability in the process [10][26]. - Design appropriate channels for staff separation, ensuring that departing managers can transition to other roles where they can continue to contribute effectively, thus optimizing human resource utilization [11][27]. Specific Separation Channels - For highly capable and motivated staff, opportunities will be created to join expert committees or key business departments, allowing them to leverage their expertise for the hotel's benefit [12][28]. - For capable but less motivated staff, measures will be taken to enhance their engagement through training roles or assignments in departments where they can execute tasks effectively [14][29]. - For staff with high motivation but lower professional skills, they will be assigned to supervisory roles to ensure quality and improve service efficiency [15][30]. - For those with low motivation and inadequate skills, a comprehensive evaluation system will be established to guide their development, with potential natural attrition for those unable to meet performance standards [16][31]. Conclusion by Huaheng Zhixin - The effectiveness of middle management is crucial for supporting business development, and addressing the issues of underperforming staff through a robust separation mechanism is essential for enhancing organizational vitality and competitiveness [18][32].