COMPLEMENTARITY OF MANAGEMENT AND STAFF QUALITY IN RESTAURANT BUSINESS

Abstract

The quality of personnel is not only the ability to work quickly in an institution in accordance with technological competencies. It is a complex indicator consisting of several levels: professional competence (Hard Skills): knowledge of the menu, sales techniques, service standards, sanitary standards (HACCP), ability to work with POS systems; communicative culture (Soft Skills): empathy, ability to listen to the guest, ability to resolve conflict situations, competent speech and emotional intelligence; psychological stability: ability to maintain productivity during peak hours and remain friendly after long work; value compliance: how much the employee's personal beliefs coincide with the mission and concept of the restaurant. Today, the restaurant industry is facing a serious shortage of personnel and changing guest expectations. Now the quality of personnel is assessed through: multitasking, technological capabilities, sincerity (Authenticity). The article examines the theoretical and practical aspects of forming the quality of personnel in modern conditions of restaurant business development. The complementarity (mutual complementarity) of management quality in personnel management is shown. The role of management in working with the team of a restaurant establishment is analyzed. The author defines the structure of professional competencies of employees of the contact zone and their direct impact on the level of guest loyalty. The paper analyzes the relationship between the contribution to personnel training and the performance indicators of the establishment. The conceptual principles of management's work with the restaurant team as quality markers of work with personnel are also studied. Special attention is paid to the role of "soft skills" and emotional intelligence in the process of providing services. The functioning of the principles on which the team's work is based to form the brand of the establishment is traced. It is substantiated that in conditions of high competition, the quality of human capital becomes the main differentiator of the brand. Recommendations are proposed for the implementation of a system of constant monitoring of the quality of personnel work through feedback mechanisms from consumers, thus forming a matrix (framework) of personnel and consumer loyalty.