Food and Beverage Service Competency Model: Employment and Training Administration United States Department of Labor

Food and Beverage Service
Competency Model
Employment and Training Administration v. 1.1 October 2017

United States Department of Labor www.doleta.gov
Contents
Tier 1: Personal Effectiveness Competencies ......................................................... 4
1.1 Interpersonal Skills ............................................................................................ 4
1.2 Integrity ........................................................................................................... 4
1.3 Professionalism ................................................................................................. 4
1.4 Dependability and Reliability ............................................................................... 5
1.5 Adaptability and Flexibility .................................................................................. 6
1.6 Ability and Willingness to Learn ........................................................................... 6
1.7 Motivation ........................................................................................................ 6
Tier 2: Academic Competencies .............................................................................. 8
2.1 Communication ................................................................................................. 8
2.2 Reading ............................................................................................................ 8
2.3 Critical and Analytical Thinking ............................................................................ 9
2.4 Science Principles ............................................................................................ 10
2.5 Basic Computer Skills ....................................................................................... 10
2.6 Writing ........................................................................................................... 11
2.7 Mathematics ................................................................................................... 11
Tier 3: Workplace Competencies .......................................................................... 13
3.1 Problem Solving and Decision Making ................................................................. 13
3.2 Customer Focus............................................................................................... 13
3.3 Teamwork ...................................................................................................... 14
3.4 Working with Tools and Technology ................................................................... 15
3.5 Health and Safety ............................................................................................ 15
3.6 Career Skills ................................................................................................... 16
Tier 4: Industry-Wide Technical Competencies .................................................... 17
4.1 Service Quality ................................................................................................ 17
4.2 Product Quality and Cost Control ....................................................................... 19
4.3 Food and Safety and Sanitation ......................................................................... 20
4.4 Marketing and Branding ................................................................................... 22
4.5 Restaurant and Food Service Industry Principles and Concepts .............................. 22
Tier 5: Industry-Sector Technical Competencies .................................................. 24
5.1 Culinary Arts/Back of the House ........................................................................ 24
5.2 Service Culture/Front of the House .................................................................... 26
5.3 Beverage Service ............................................................................................. 28
Employment and Training Administration Page 2 of 44

United States Department of Labor www.doleta.gov/
Tiers 6 – 8: Occupation Specific Requirements: Management Competencies ....... 33
6.1 Safety and Regulations (HR) ............................................................................. 33
6.2 Leadership Skills.............................................................................................. 34
6.3 Monitoring and Controlling Resources ................................................................. 36
6.4 Purchasing ...................................................................................................... 37
6.5 Manage Daily Operations .................................................................................. 38
6.6 Financial Management ...................................................................................... 39
6.7 Marketing ....................................................................................................... 40
6.8 Staffing .......................................................................................................... 43

Tier 1: Personal Effectiveness Competencies
1.1 Interpersonal Skills: Displaying the skills to work effectively with others from diverse
backgrounds.
1.1.1 Demonstrating sensitivity/empathy

1.1.1.1 Show sincere interest in others and their concerns.
1.1.1.2 Demonstrate sensitivity to the needs and feelings of others.
1.1.1.3 Look for ways to help people and deliver assistance.
1.1.1.4 Recognize when relationships with others are strained.
1.1.2 Maintaining effective relationships
1.1.2.1 Maintain open lines of communication with others.
1.1.2.2 Encourage others to share problems and successes.
1.1.2.3 Establish a high degree of trust and credibility with others.
1.1.3 Respecting diversity
1.1.3.1 Interact respectfully and cooperatively with others who are of a different race,
religion, national origin, disability, color, age, medical condition, marital,
veteran or citizenship status, sexual orientation, etc.
1.1.3.2 Demonstrate sensitivity, flexibility, and open-mindedness when dealing with
different cultures (e.g., values, beliefs, perspectives, customs, or opinions).
1.1.3.3 Recognize the value of an environment that supports and accommodates a
diversity of people, cultures, and ideas.
1.2 Integrity: Displaying strong business and work ethics.
1.2.1 Behaving ethically

1.2.1.1 Abide by a professional code of ethics and behavior at all times.
1.2.1.2 Encourage others to behave ethically.
1.2.1.3 Perform work-related duties according to laws, regulations, contract provisions,
and company policies.
1.2.1.4 Understand that behaving ethically goes beyond what the law requires.
1.2.1.5 Use company time and property responsibly.
1.2.2 Acting fairly
1.2.2.1 Treat others with honesty, fairness, and respect.
1.2.2.2 Make decisions that are objective and reflect the just treatment of others.
1.2.3 Taking responsibility
1.2.3.1 Take responsibility for accomplishing work goals within accepted timeframes.
1.2.3.2 Be accountable for one’s decisions and actions and for those of one’s group,
team, or department.
1.3 Professionalism: Maintaining a courteous, conscientious, and generally businesslike

manner in the workplace.
1.3.1 Job search and employment skills

1.3.1.1 Describe how to plan an effective job search.

1.3.1.2 Create documents necessary for an effective job search, such as resume, cover
letter, and job application.
1.3.1.3 Exhibit effective job interview skills, including interview follow up actions.
1.3.2 Demonstrate poise
1.3.2.1 Maintain composure and keep emotions in check.
1.3.2.2 Deal calmly and effectively with stressful, difficult, or evolving situations.
1.3.2.3 Accept criticism tactfully and be willing to learn from it.
1.3.3 Professional appearance
1.3.3.1 Maintain a professional demeanor.
1.3.3.2 Dress appropriately for occupational and workplace requirements.
1.3.3.3 Maintain appropriate personal hygiene and grooming.
1.3.4 Social responsibility
1.3.4.1 Refrain from actions that negatively impact the organization and its reputation.
1.3.4.2 Refrain from actions that negatively impact individual performance.
1.3.4.3 Remain free from substance abuse.
1.3.5 Maintaining a positive attitude
1.3.5.1 Project a professional image of oneself and the organization.
1.3.5.2 Demonstrate a positive attitude toward work.
1.3.5.3 Take pride in one’s work and the work of the organization.
1.4 Dependability and Reliability: Demonstrating responsible behaviors at work.
1.4.1 Fulfilling obligations

1.4.1.1 Behave consistently and predictably.
1.4.1.2 Display responsibility in fulfilling obligations.
1.4.1.3 Diligently follow through on commitments, and consistently complete
assignments by deadlines.
1.4.2 Attendance and punctuality
1.4.2.1 Come to work on time and prepared to work as scheduled.
1.4.2.2 Arrive on time for meetings or appointments.
1.4.2.3 Attend phone calls and web conferences on time.
1.4.3 Attending to details
1.4.3.1 Diligently check work to ensure that all essential details have been completed
correctly.
1.4.3.2 Look for errors or inconsistencies, take prompt and thorough action to correct
them, and communicate accordingly.
1.4.4 Following directions
1.4.4.1 Follow directions as communicated (e.g., writing, speech, American Sign
Language, computers, or other formats).
1.4.4.2 Comply with organizational rules, policies, and procedures.
1.4.4.3 Ask appropriate questions to clarify any unclear instructions.

1.5 Adaptability and Flexibility: Displaying the capability to adapt to new, different, or
changing requirements.
1.5.1 Entertaining new ideas

1.5.1.1 Open to considering new and innovative ways of doing things.
1.5.1.2 Pay attention to situational and customer feedback. Embrace new approaches
when appropriate and discard approaches that are no longer working.
1.5.1.3 Seek new ways to improve.
1.5.2 Dealing with change
1.5.2.1 Take proper and effective action when necessary, such as when a menu item is
not available.
1.5.2.2 Display the ability to adapt plans, goals, actions, or priorities in response to
unpredictable or unexpected events, pressures, situations, and job demands.
1.5.2.3 Display the ability to change direction or roles when working on multiple
projects or issues.
1.5.2.4 Recognize the impact of change on others and support them through it.
1.6 Ability and Willingness to Learn: Demonstrate the importance of learning new
information for both current and future problem solving and decision-making.
1.6.1 Demonstrate an interest in learning

1.6.1.1 Be curious and attentive to identify opportunities for improvement.
1.6.1.2 Anticipate changes in work demands.
1.6.1.3 Search for and participate in assignments or training that address changing
demands.
1.6.2 Using change as a learning opportunity
1.6.2.1 Anticipate changes in work demands and search for and participate in
assignments or training that address these changing demands.
1.6.2.2 Treat unexpected circumstances as opportunities to learn.
1.6.2.3 Seek to improve by applying feedback from others.
1.6.3 Incorporating instructor led and on-the-job training into work performance
1.6.3.1 Understand and use material taught in a classroom setting and on-the-job
training in work situations.
1.6.3.2 Apply theoretical and practical information provided in training to work tasks.
1.6.3.3 Desire and show willingness to learn new assignments, procedures, and
technologies.
1.7 Motivation: Demonstrating a commitment to effective job performance.
1.7.1 Persisting
1.7.1.1 Pursue work with drive and a strong accomplishment orientation.
1.7.1.2 Persist to accomplish a task despite difficult conditions, tight deadlines, or
obstacles and setbacks.
1.7.1.3 Communicate concerns or issues that may hinder your performance to your
supervisor.

1.7.1 Taking initiative
1.7.1.1 Go beyond the routine demands of the job to increase its variety and scope.
1.7.1.2 Provide suggestions and take actions that result in improved work processes,
communications, or task performance.
1.7.1 Setting goals
1.7.1.1 Establish and maintain achievable work goals.
1.7.1.2 Exert effort toward task mastery.
1.7.1 Identifying career interests
1.7.1.1 Take charge of personal career development by identifying occupational
interests, strengths, weakness, options, and opportunities.
1.7.1.2 Seek opportunities to grow and develop in the current role.
1.7.1.3 Make informed career planning decisions that integrate feedback.

Tier 2: Academic Competencies
2.1 Communication: Listening, speaking, and/or signaling so others can understand

(methods may include hearing, speech, American Sign Language, instant messaging, and
text-to-speech devices).
2.1.1 Communicating
2.1.1.1 Express relevant information appropriately to individuals or groups taking into
account the audience and the nature of the information (e.g., technical or
sensitive).
2.1.1.2 Convey written and verbal information clearly, correctly, and succinctly.
2.1.1.3 Use common English conventions including correct grammar, tone, and pace.
2.1.1.4 Establish interpersonal contact with individuals and groups using eye contact,
body language, and non-verbal expression as appropriate to the person’s
culture.
2.1.1.5 Ask questions or report problems or concerns to people in authority when
information or procedures are unclear or need improvement, or when feeling
unsafe or threatened in the workplace.
2.1.2 Receiving information
2.1.2.1 Attend to, understand, interpret, and respond to messages received in a
variety of ways, such as hearing, American Sign Language, instant messaging,
text-to-speech devices, and other methods.
2.1.2.2 Comprehend complex instructions.
2.1.2.3 Identify feelings and concerns communicated in various formats, such as
writing, speech, American Sign Language, computers, etc. and respond
appropriately.
2.1.2.4 Consider others’ viewpoints and alter one’s own opinion when it is appropriate
to do so.
2.1.2.5 Apply active interpersonal communication skills using reflection, restatement,
questioning, and clarification.
2.1.2.6 Effectively answer questions of others or communicate an inability to do so and
suggest other sources of answers.
2.1.3 Observing carefully
2.1.3.1 Notice nonverbal cues and respond appropriately.
2.1.3.2 Be aware of one’s own nonverbal cues.
2.1.3.3 Notice visual information and respond appropriately (e.g., customer
appearance, dress, etc.).
2.1.4 Persuasion/influence
2.1.4.1 Influence others appropriately.
2.1.4.2 Persuasively present thoughts and ideas.
2.1.4.3 Gain commitment and ensure support for proposed ideas.
2.2 Reading: Understanding written sentences, paragraphs, and figures in work-related

documents on paper, computers, or adaptive devices.
2.2.1 Comprehension

2.2.1.1 Locate and understand written information in prose and in documents such as
manuals, reports, memos, letters, forms, graphs, charts, tables, calendars,
schedules, signs, posters, notices, applications, contracts, regulations, and
directions.
2.2.1.2 Read and comprehend written materials.
2.2.1.3 Comprehend the author’s meaning and identify the main ideas expressed in the
written material.
2.2.2 Attention to detail
2.2.2.1 Note details and facts in written materials.
2.2.2.2 Detect inconsistencies in written materials.
2.2.2.3 Identify implied meaning and details.
2.2.2.4 Recognize missing information.
2.2.3 Information analysis
2.2.3.1 Critically evaluate and analyze information in written materials.
2.2.3.2 Review written information for completeness and relevance.
2.2.3.3 Distinguish fact from opinion.
2.2.3.4 Identify trends within available information.
2.2.3.5 Synthesize information from multiple written materials.
2.2.4 Information integration
2.2.4.1 Integrate prior knowledge with information learned from written materials.
2.2.4.2 Use what is learned from written material to follow instructions and complete
tasks.
2.2.4.3 Apply what is learned from written material to new situations.
2.3 Critical and Analytical Thinking: Using logical thought processes to analyze
information and draw conclusions.
2.3.1 Reasoning
2.3.1.1 Use inductive and deductive reasoning ability to perform the job successfully.
2.3.1.2 Critically review, analyze, synthesize, compare, research, and interpret
information.
2.3.1.3 Draw conclusions from relevant and/or missing information.
2.3.1.4 Understand the principles underlying the relationship among facts and apply
this understanding when solving problems.
2.3.1.5 Use logic and reasoning to identify strengths and weaknesses or risks of
alternative solutions or approaches to a problem.
2.3.2 Mental agility
2.3.2.1 Identify connections between issues.
2.3.2.2 Quickly understand, orient to, and integrate new information.
2.3.3 Seeing the big picture
2.3.3.1 Understand the pieces of a system as a whole and appreciate the
consequences of actions on other parts of the system.
2.3.3.2 Monitor patterns and trends to see a bigger picture.

2.3.3.3 Modify or design systems to improve performance.
2.4 Science Principles: Using scientific rules and methods to express ideas and solve
problems on paper, computers, or adaptive devices.
2.4.1 Comprehension
2.4.1.1 Understand basic scientific principles.
2.4.1.2 Understand the scientific method (e.g., identify problems, collect information,
form opinions, and draw conclusions).
2.4.2 Application
2.4.2.1 Apply basic scientific principles to complete tasks, such as temperature control
for food safety.
2.5 Basic Computer Skills: Using information technology and related applications, such as
adaptive devices and software, to convey and retrieve information.
2.5.1 Computer basics

2.5.1.1 Understand the basic functions and terminology related to computer hardware,
software, information systems, and communication devices.
2.5.1.2 Use basic computer software, hardware, and communication devices to
perform tasks.
2.5.2 Using software
2.5.2.1 Effectively use software as necessary, such as word processors, spreadsheets,
presentation software, and database software.
2.5.3 Using the Internet and email
2.5.3.1 Use the Internet to search for online information and interact with websites.
2.5.3.2 Use the Internet and web-based tools to manage basic workplace tasks (e.g.,
calendar management, contacts management, and timekeeping).
2.5.3.3 Use electronic mail to communicate in the workplace.
2.5.3.4 Understand the different types of social media and their appropriate workplace
and non-workplace uses, and the impact that various social media activities
can have on one’s personal and professional life.
2.5.3.5 Employ collaborative/groupware applications, if necessary, to facilitate group
work.
2.5.4 Ensuring computer security
2.5.4.1 Defend against potential abuses of private information (e.g., protect password
information).
2.5.4.2 Recognize and respond appropriately to suspicious vulnerabilities and threats.
2.5.4.3 Use the most recent security software, web browser, and operating system to
protect against online threats.
2.5.4.4 Utilize strong passwords, passphrases, and basic encryption.
2.5.4.5 Recognize secure and unsecure web addresses.

2.6 Writing: Using standard business English to communicate thoughts, ideas, information,
messages, and other written information, which may contain technical material, in a logical,
organized, and coherent manner.
2.6.1 Organization and development

2.6.1.1 Compile information and prepare written documents on paper, computers, or
adaptive devices.
2.6.1.2 Create documents such as letters, directions, manuals, reports, graphs,
spreadsheets, and flow charts.
2.6.1.3 Present well-developed ideas supported by information and examples, citing
sources as applicable.
2.6.1.4 Proofread finished documents for errors.
2.6.1.5 Tailor content to the appropriate audience and purpose.
2.6.1.6 Distribute written materials for intended audiences and purposes as necessary.
2.6.2 Mechanics
2.6.2.1 Use standard syntax and sentence structure.
2.6.2.2 Use correct spelling, punctuation, and capitalization.
2.6.2.3 Use correct grammar, (e.g., correct tense, subject-verb agreement, no missing
words, limit abbreviations).
2.6.2.4 Write legibly when using handwriting to communicate.
2.6.3 Tone
2.6.3.1 Use language appropriate for the target audience.
2.6.3.2 Use a tone and word choice appropriate for the industry and organization.
Writing should be professional and courteous.
2.6.3.3 Show appropriate insight, perception, and depth in writing.
2.7 Mathematics: Using principles of mathematics to express ideas and solve problems on
paper, on computers, or adaptive devices.
2.7.1 Computation
2.7.1.1 Add, subtract, multiply, and divide with whole numbers, fractions, decimals,
and percents.
2.7.1.2 Calculate averages, rations, proportions, and rates.
2.7.1.3 Convert decimals to fractions and fractions to decimals.
2.7.1.4 Convert fractions to percents and percents to fractions.
2.7.1.5 Convert decimals to percents and percents to decimals.
2.7.1.6 Understand relationships between numbers and identify patterns.
2.7.2 Measurement and estimation
2.7.2.1 Take measurements of time, temperature, distances, length, width, height,
perimeter, area, volume, weight, velocity and speed.
2.7.2.2 Use and report measurements correctly.
2.7.2.3 Know standard abbreviations for units of measure.
2.7.2.4 Correctly convert from one measurement to another (e.g., from English to
metric International System of Units (SI), or Fahrenheit to Celsius).

2.7.3 Application
2.7.3.1 Use appropriate mathematical formulas and techniques to solve problems
(e.g., count change, double recipes).
2.7.3.2 Translate practical problems into useful mathematical expressions.

Tier 3: Workplace Competencies
3.1 Problem Solving and Decision Making: Generating, evaluating, and implementing
solutions to problems.
3.1.1 Identifying the problem

3.1.1.1 Anticipate or recognize the existence of a problem.
3.1.1.2 Identify the true nature of the problem and define critical issues.
3.1.1.3 Evaluate the importance and criticality of the problem.
3.1.1.4 Use all available reference systems to analyze information relevant to
understanding the problem.
3.1.1.5 Recall previously learned information that is relevant to the problem.
3.1.2 Locating, gathering, and organizing relevant information
3.1.2.1 Effectively use both internal resources (e.g., internal computer networks,
company filing systems) and external resources (e.g., Internet search engines)
to locate and gather information relevant to solving the problem.
3.1.2.2 Examine information obtained for relevance and completeness.
3.1.2.3 Recognize important gaps in existing information and take steps to eliminate
those gaps.
3.1.2.4 Organize/reorganize information as appropriate to gain a better understanding
of the problem.
3.1.3 Generating alternatives
3.1.3.1 Integrate previously learned and externally obtained information to generate a
variety of high-quality alternative approaches to the problem.
3.1.3.2 Skillfully use logic and analysis to identify the strengths and weaknesses, the
costs and benefits, and the short- and long-term consequences of different
solutions or approaches.
3.1.4 Choosing a solution
3.1.4.1 Decisively choose the best solution after evaluating the relative merits of each
possible option.
3.1.4.2 Make difficult decisions even in highly ambiguous or ill-defined situations.
3.1.5 Implementing the solution
3.1.5.1 Commit to a solution in a timely manner.
3.1.5.2 Develop a realistic approach for implementing the chosen solution.
3.1.5.3 Document the problem and corrective actions taken and their outcomes and
communicate these to the appropriate parties.
3.1.5.4 Observe and evaluate the outcomes of implementing the solution to assess the
need for alternative approaches and to identify lessons learned.
3.2 Customer Focus: Efficiently and effectively addressing the needs of clients/customers.
3.2.1 Understanding customer needs

3.2.1.1 Identify internal and external customers.
3.2.1.2 Attend to customers’ requests and ask questions to identify their needs,
interests, and goals.

3.2.1.3 Anticipate the future needs of the customer.
3.2.2 Providing personalized service
3.2.2.1 Provide prompt, efficient, and personalized assistance to meet the
requirements, requests, and concerns of customers.
3.2.2.2 Provide thorough, accurate information to answer customers’ questions and
inform them of commitment times or performance guarantees.
3.2.2.3 Address customer comments, questions, concerns, and objections with direct,
accurate, and timely responses.
3.2.2.4 Identify and propose appropriate solutions and/or services.
3.2.2.5 Establish boundaries as appropriate for unreasonable customer demands.
3.2.3 Acting professionally
3.2.3.1 Be pleasant, courteous, and professional when dealing with internal or external
customers.
3.2.3.2 Develop constructive and cooperative working relationships with customers.
3.2.3.3 Be calm and empathetic when dealing with hostile customers.
3.2.4 Keeping customers informed
3.2.4.1 Follow up with customers during and after service.
3.2.4.2 Keep customers up to date about decisions that affect them.
3.2.4.3 Seek the comments, criticisms, and involvement of customers.
3.2.4.4 Adjust services based on customer feedback.
3.3 Teamwork: Working cooperatively with others to complete work assignments.
3.3.1 Identifying team membership and role

3.3.1.1 Serve as a leader or follower depending on what is needed to achieve the
team’s goals and objectives.
3.3.1.2 Identify and draw upon team members’ strength and weaknesses to achieve
results.
3.3.1.3 Instruct others in learning new skills and learn from other team members.
3.3.1.4 Assist others who have less experience or have heavy workloads.
3.3.1.5 Encourage others to express their ideas and opinions.
3.3.2 Establishing productive relationships
3.3.2.1 Develop constructive and cooperative working relationships with others.
3.3.2.2 Exhibit tact and diplomacy and strive to build consensus.
3.3.2.3 Deliver constructive criticism and voice objections to others’ ideas and opinions
in supportive, non-accusatory manner.
3.3.2.4 Respond appropriately to positive and negative feedback.
3.3.2.5 Effectively communicate with all members of the group or team to achieve
team goals and objectives.
3.3.3 Meeting team objectives
3.3.3.1 Work as part of a team, contributing to the group’s effort to achieve goals.
3.3.3.2 Identify and commit to the goals, norms, values, and customs of the team.

3.3.3.3 Choose behaviors and actions that best support the team and accomplishment
of work tasks.
3.3.3.4 Use a group approach to identify problems and develop solutions based on
group consensus.
3.3.4 Resolving conflicts
3.3.4.1 Bring others together to reconcile differences.
3.3.4.2 Handle conflicts maturely by exercising “give and take” to achieve positive
results for all parties.
3.3.4.3 Reach formal or informal agreements that promote mutual goals and interest
and obtain commitment to those agreements from individuals or groups.
3.4 Working with Tools and Technology: Selecting, using, and maintaining tools and
technology, including adaptive tools and technology, to facilitate work activity (with
accommodation when necessary).
3.4.1 Using tools

3.4.1.1 Operate tools, technology, and equipment in accordance with established
operating procedures, maintenance procedures, and safety standards.
3.4.1.2 Demonstrate appropriate use of tools and technology to complete work
functions.
3.4.2 Selecting tools
3.4.2.1 Select and apply appropriate tools or technological solutions to the problem at
hand.
3.4.3 Keeping current on tools and technology
3.4.3.1 Adapt quickly to changes in process or technology.
3.5 Health and Safety: Complying with procedures for a safe and healthy work
environment.
3.5.1 Maintaining a healthy and safe environment

3.5.1.1 Take actions to ensure the safety of self and others, in accordance with
established personal and jobsite safety practices.
3.5.1.2 Anticipate and prevent work-related injuries and illnesses.
3.5.1.3 Understand and comply with federal, state, and local regulations, and company
health, safety, and sanitation policies.
3.5.1.4 Recognize common hazards and unsafe conditions that occur at work, their
risks, and appropriate controls to address them.
3.5.1.5 Follow organizational procedures and protocols for workplace emergencies,
including safe evacuation, and emergency response.
3.5.1.6 Maintain a sanitary and clutter-free work environment.
3.5.1.7 Administer first aid or CPR, if trained, and summon assistance as needed.
3.5.1.8 Properly handle and dispose of hazardous materials.
3.5.2 Safeguarding one’s person
3.5.2.1 Engage in safety training.
3.5.2.2 Use equipment and tools safely.

3.5.2.3 Use appropriate personal protective equipment.
3.5.2.4 Recognize how workplace risks can affect one’s life and one’s family.
3.5.2.5 Understand the legal rights of workers regarding workplace safety and
protection from hazards.
3.5.2.6 Report injuries, incidents, and workplace hazards to a supervisor as soon as
safely possible.
3.5.2.7 Contribute to discussion of safety concerns in the workplace, making
suggestions as appropriate.
3.6 Career Skills: Finding and advancing a career in the restaurant and foodservice
industry.
3.6.1 Career-building skills

3.6.1.1 Identify career opportunities in the restaurant and foodservice industry,
including front of the house and back of the house opportunities in a variety of
segments such as for-profit, not-for-profit, restaurants, hotels, resorts, catering, etc.
3.6.1.2 Identify foodservice opportunities provided by the hospitality, travel, and
tourism industry.
3.6.1.3 Explain the importance of professional development throughout one’s career
and identify ways to achieve it.
3.6.1.4 Identify factors for maintaining health and wellness throughout a restaurant or
foodservice career, such as stress management, etc.
3.6.1.5 Explain the importance of individual development in a restaurant or foodservice
career.
3.6.1.6 Explain the importance of teamwork in the restaurant industry.
3.6.2 Communication skills
3.6.2.1 Recognize common challenges to effective communication.
3.6.2.2 Explain the process of effective communication.
3.6.2.3 Explain the importance of a friendly demeanor in the restaurant and food
service industry.
3.6.2.4 Exhibit a basic understanding of basic restaurant terminology, such as comp,
86, and mise en place.
3.6.2.5 Use social media in a professional manner.

Tier 4: Industry-Wide Technical Competencies
4.1 Service Quality: Effectively meeting customer needs and expectations.
Critical Work Functions:

4.1.1 Communication
4.1.1.1 Listen to customer needs and communicate effectively with them in a friendly
manner.
4.1.1.2 Greet customers in a warm, inviting manner that encourages open
communication.
4.1.1.3 Make an excellent first impression.
4.1.1.4 Exhibit effective communication skills in face-to-face situations as well as
through a variety of media including written, electronic, and other forms of
communication.
4.1.1.5 Explain the importance of the spirit of genuine hospitality and how it enhances
service.
4.1.2 Personal skills that contribute to quality customer service
4.1.2.1 Display a genuine interest in customer needs.
4.1.2.2 Display the characteristics that customers demand, such as ethical behavior,
empathy, and a respect for diversity.
4.1.2.3 Recognize the importance of professional appearance.
4.1.2.4 Display a commitment to teamwork.
4.1.2.5 Recognize loyal, return customers.
4.1.3 Customer complaints and service recovery
4.1.3.1 Recognize the importance of customer complaints.
4.1.3.2 Use an appropriate, empathic manner when working to solve customer
problems in accordance with the operation’s policy.
4.1.3.3 Work toward rapid service recovery in the event of a customer complaint and
return the customer to a state of satisfaction with the operation after a service
failure.
4.1.4 Product knowledge
4.1.4.1 Exhibit a thorough knowledge of the operation’s product offerings, including
both goods and services. This can include information such as product or
service availability, ingredients, allergens, preparation or wait time, etc.
4.1.5 Quality customer service
4.1.5.1 Describe the aspects of high-quality customer service.
4.1.5.2 Recognize that quality customer service will have different definitions
depending on the operation type.
4.1.5.3 Provide quality service to both internal and external customers with an
attention to friendliness, ambiance, and quality.
4.1.5.4 Explain the importance of high-quality customer service to a restaurant or
foodservice operation.
Technical Content Areas:
4.1.6 Communicating effectively

4.1.6.1 When communicating with customers listen to them and do not interrupt.
4.1.6.2 Speak in a friendly manner and with a friendly tone of voice. Speak clearly at
an even pace and enunciate.
4.1.6.3 Maintain eye contact so that customers know you are giving them your full
attention.
4.1.6.4 When sending a written communication, remember to avoid statements that
could be seen as judgmental. The same rules apply as in verbal
communication in that you should write in a friendly manner with a friendly
tone. Communication should be professional. Pay attention to grammar and
use spellcheck before sending the written communication.
4.1.6.5 Genuine hospitality is an important concept that can enhance service and
improve the customer experience. Hospitality includes things such as
remembering returning customers by name, recognizing first time guests, and
recognizing when a guest needs help. When guests are treated with gratitude
and appreciation, they are more likely to return.
4.1.6.6 Smile and project warmth.
4.1.7 Customer service skills
4.1.7.1 Show customers that you are genuinely interested in their needs by uncovering
those needs, addressing them, and meeting or exceeding those needs when
possible. Customers should feel that you care about them and their needs.
4.1.7.2 Pay attention to repeat customers. Remembering names, orders, or any other
personal characteristics will make customers feel special.
4.1.7.3 In addition to being friendly and warm, always act in a respectful, ethical way.
Do not say anything or do anything that could be construed as negative, mean,
bigoted, or disrespectful.
4.1.7.4 Always project a professional appearance. Shower or bathe before work and
always wear clean, neat clothing. Show customers that you take pride in both
yourself and your work with your appearance.
4.1.7.5 The entire team must work together to ensure every customer is satisfied.
This means assisting your teammates as well as the customers fellow
employees are attending to whenever able.
4.1.8 Handling customer complaints
4.1.8.1 Having happy, satisfied customers is the end goal. So customer complaints are
important to address promptly and with your full attention. Follow your
company’s policy, or use the acronym LAST when dealing with customer
complaints:
 Listen – Listen to the customer’s complaint. Maintain eye contact and show
that you are paying attention to them and taking their complaint seriously.
 Apologize – Say, “I am sorry,” or “I apologize.” Before you say anything
else, first show that you are sorry for whatever occurred. This validates the
customer’s feelings.
 Solve – After apologizing, offer up a solution. If something is wrong with
their meal, offer to have it remade or offer a refund. Sometimes a free
dessert can go a long way.

 Thank – Thank the customer for bringing the issue to your attention. This
shows that you are committed to high-quality products and high-quality
customer service.
4.1.8.2 Follow up to ensure any guest request has been met or problem has been
resolved to ensure the guest leaves satisfied.
4.1.9 Quality customer service
4.1.9.1 Strive to not only meet customer expectations, but to exceed them.
4.1.9.2 Build trust with your customers. Put yourself in the customer’s mindset to help
meet their needs. Show a thorough knowledge of the operation’s goods and
services, for example ingredients, allergens, taste profiles, and potential wait
times. Maintain a clean, high-quality personal appearance and a clean, high-
quality operation.
4.1.9.3 Give customers your full attention. Leave personal problems at home and
maintain a happy, conscious relationship with customers. Pay attention to not
only what they say to you, but to what’s happening when they’re not speaking
to you. Try to anticipate any needs or issues.
4.1.9.4 Show you care and make customers feel special. Fulfill needs that customers
request and try to anticipate any other needs. For instance, for customers with
children, offering up some crayons and paper for the kids to pay with while
they wait for their food can go a long way to making both the kids and parents
feel special. Or if customers sit down at a table that is not standing flat,
address the issue and fix it immediately before the customers point it out.
4.1.9.5 Whatever it takes to make your customers happy, make it happen. If a
customer wants a customized drink that’s not on your menu, make it happen if
you can. And if you absolutely cannot make it happen, then offer something
up to the customer that will help fill that need.
4.2 Product Quality and Cost Control: Providing the highest quality products and services
while controlling costs.

4.2.1 Product quality
4.2.1.1 Recognize the importance of product quality to the operation and the industry.
4.2.1.2 Explain the importance of using standardized recipes as they relate to product
quality, portion control, and cost control.
4.2.1.3 Describe the use of food production control and quality control tools, such as
check lists, production sheets, etc.
4.2.1.4 Describe the importance of supplier quality to product quality, cost control, and
food safety.
4.2.2 Cost control and profitability
4.2.2.1 Describe the importance of cost control to restaurant and foodservice
operations, including both for-profit and not-for-profit operations.
4.2.2.2 Explain the importance of portion size to cost control.
4.2.2.3 Explain the importance of controlling waste, shrinkage, and theft as they relate
to cost control.
4.2.2.4 Exhibit a basic understanding of the concept of profitability and the necessary
conditions to achieve it.

4.2.3 Product quality, cost control, and profitability
4.2.3.1 Keeping consistent high-quality product will reflect positively upon the
operation and encourage repeat customers.
4.2.3.2 Using standardized recipes will ensure consistency across dishes in regard to
both taste and presentations. Portion sizes should be controlled in an effort to
control food waste and cost. Doing so will let you know exactly how much food
you are using per dish, and how much each individual dish costs the operation.
4.2.3.3 In addition to recipes and portion control, many operations use quality control
tools such as check lists, production charts, or computer programs to track
food production and purchasing.
4.2.3.4 It is important to choose reliable, high-quality suppliers who will not only
supply your operation with the quality product you request, but also can be
trusted to follow food safety standards and work with you to control cost.
4.2.3.5 In order to be profitable, an operation must make more money on each dish
than what the dish cost the operation in food costs and incidental operating
costs. Therefore, controlling food costs at every step in the flow of food is
important. This starts with ensuring the correct products are received from
suppliers in the correct amounts, that the food is stored correctly to avoid
spoilage, and that the correct amount of food is ordered from suppliers to
avoid waste.
4.2.3.6 It is also important to control costs in the front of the house, including
preventing employee and customer theft.
4.3 Food and Safety and Sanitation: Displaying knowledge of the critical importance of
food safety and the necessary steps to ensure food safety in a restaurant or food service
operation.

4.3.1 Food safety and sanitation
4.3.1.1 Define foodborne illness and explain the costs associated with a foodborne-
illness outbreak.
4.3.1.2 Recognize the importance of good personal hygiene, and describe behaviors
associated with it such as handwashing, reportable illnesses, etc.
4.3.1.3 Define time and temperature control, and describe actions necessary to
provide safe food, such as safe food storage, correct cooking temperatures,
correct cooling, and the use of thermometers.
4.3.1.4 Define cross-contamination and describe ways to prevent it.
4.3.1.5 Identify biological, chemical, and physical hazards throughout the flow of food.
4.3.1.6 Explain correct cleaning and sanitizing, including how, where, and when it
should be done.
4.3.1.7 Recognize food safety risks associated with high-risk populations including
young children, elderly people, and people with compromised immune
systems.
4.3.1.8 Recognize the importance of purchasing products from safe and reputable
suppliers (e.g., food, equipment, chemicals, supplies).

4.3.2 Food safety and sanitation
4.3.2.1 A foodborne illness is a disease transferred to people by food. The costs
associated with it can be incredible and include costing the operation
thousands of dollars in fees, closure, and illness to the victims, and even
death.
4.3.2.2 One way to prevent a foodborne illness is to practice good personal hygiene.
This includes always wearing clean clothing and uniforms when working;
avoiding wearing jewelry while working; bathing or showering before work;
keeping long hair pulled back and wearing hair coverings; correct
handwashing; correct glove use; and reporting illness to management.
4.3.2.3 Another way to prevent foodborne illness is to practice good time and
temperature control. Any type of food can be contaminated. But some types
allow more pathogen growth. The best way to control pathogen growth in
these items is to control time and temperature. So these food items are
known as food that needs time and temperature control for safety, or TCS food
for short. Here are the most common types of TCS food: milk and dairy
products; eggs; meat; poultry; fish; shellfish and crustaceans; baked potatoes;
heat-treated plant food such as cooked rice; tofu or other soy protein; sliced
melons and cut tomatoes; sprouts and sprout seeds; and untreated garlic oil
and mixtures.
4.3.2.4 To control temperature, be sure you are using the correct thermometer and
you are cooking food to the correct temperature for the correct amount of
time. To keep TCS food safe, it must be kept out of the temperature danger
zone (41 ̊F to 135 ̊F (5 ̊C to 57 ̊C). It must also be stored correctly. Ready-to-
eat food should always be stored above other food in a cooler. Coolers must
not be overloaded.
4.3.2.5 All food that is not stored in its original container must be labeled. That label
must include the common name of the food.
4.3.2.6 Ready-to-eat TCS food must be marked if it will be held for longer than 24
hours. The mark must indicate when the food must be sold, eaten, or thrown
out.
4.3.2.7 Ready-to-eat TCS food prepared on-site can be stored for only seven days if
held at 41˚F (5˚C) or lower.
4.3.2.8 Cross-contamination is the transfer of pathogens from one surface or food to
another. It can be a major cause of foodborne illness.
4.3.2.9 When handling raw meat, seafood, and poultry, always use separate cutting
boards, plates, and utensils from ready-to-eat food. Never place ready-to-eat
food on a surface that previously held raw meat, poultry, or seafood.
4.3.2.10 Always practice correct handwashing and use single-use gloves that are
changed any time they become dirty, torn, or you begin a new task.
4.3.2.11 Any surface that touches food must be both cleaned and sanitized. To do this
correctly, follow the correct cleaning and sanitizing steps. Additionally, always
be sure to follow manufacturers’ directions on cleaners and sanitizers, and
purchase from safe and reputable suppliers.
4.3.2.12 High-risk populations include young children, elderly people, and people with
compromised immune systems. These people are at higher risk for a foodborne
illness.

4.4 Marketing and Branding: Providing internal and external customers with a clear
understanding of the goods and services offered by the operation.

4.4.1 Branding
4.4.1.1 Recognize the importance of brand and the importance of understanding the
operation’s brand.
4.4.1.2 Recognize how the brand is marketed to internal and external customers
(social media, TV, radio, email, in-store collateral).
4.4.2 Skill necessary to use the brand effectively
4.4.2.1 Know who the operation’s customers are and what they want.
4.4.2.2 Exhibit an understanding of the operation’s products.
4.4.2.3 Exhibit an understanding of the operation’s story, history, and mission.
Technical Content Areas
4.4.3 Using branding
4.4.3.1 It is important to understand your operation’s brand and to act in accordance
with brand standards. An operation should present a consistent fact to the
customer base.
4.4.3.2 Understanding the brand includes knowing the products, having an
understanding of company culture, knowing who the customers are and what
they want, and knowing the story and history of the operation.
4.4.3.3 It is important to be able to describe products and make suggestions to
customers for additional purchases such as a specialty beverage, add-on salad,
or dessert.
4.5 Restaurant and Food Service Industry Principles and Concepts: Knowledge of
industry segments and ratings.

4.5.1 Industry knowledge
4.5.1.1 Identify commercial and non-commercial segments of the restaurant industry
and give examples of businesses in each of them.
4.5.1.2 Identify national organizations that rate commercial foodservice establishments
and list factors used in making their rating judgments.
4.5.2 Industry knowledge
4.5.2.1 The commercial segment makes up 80% of the foodservice industry.
Commercial foodservice operations include restaurants, catering and banquets,
retail, stadiums, airlines, and cruise ships.
4.5.2.2 The non-commercial segment represents 20% of the foodservice industry. This
segment prepares food in support of some other establishment's main function
or purpose. Categories in this segment include schools, universities, the
military, healthcare businesses and industry, and clubs.

4.5.2.3 Many customers look to organizations that review establishments and post
ratings to decide where to dine. Two popular resources are the Zagat Survey
and the Michelin Guide.

Tier 5: Industry-Sector Technical Competencies
5.1 Culinary Arts/Back of the House: Preparation, cooking, and presentation of food.
Critical Work Functions

5.1.1 Inventory control
5.1.1.1 Explain the correct storage requirements for dry, refrigerated, and frozen
goods.
5.1.1.2 Describe receiving protocols to ensure quality product is delivered.
5.1.1.3 Define first-in, first-out (FIFO).
5.1.1.4 Explain how to calculate an inventory turnover rate.
5.1.1.5 Explain methods to control inventory shrinkage.
5.1.2 Production and presentation methods
5.1.2.1 Identify the components and functions of a standardized recipe.
5.1.2.2 Describe productions protocols to ensure quality product is delivered.
5.1.2.3 Knowledge of the stations and roles in the kitchen.
5.1.2.4 Identify basic types of small-wares and their common uses, such as pots and
pans and utensils.
5.1.2.5 Explain the difference between seasoning and flavoring.
5.1.2.6 Describe the cooking methods used in the operation (e.g., dry-heat, moist-
heat) and the food for which they are suited.
5.1.2.7 Identify ways to determine if a food item is done cooking.
5.1.2.8 List the guidelines for presenting food (plating, wrapping, boxing, etc.) that has
finished cooking.
5.1.3 Kitchen equipment knowledge
5.1.3.1 Identify the equipment needed for receiving and storing food and supplies.
5.1.3.2 Identify the equipment needed for pre-preparation.
5.1.3.3 List the different types of knives used in the restaurant or foodservice kitchen
and give examples of their uses.
5.1.3.4 Explain how to correctly care for knives and small-wares.
5.1.3.5 Demonstrate the safe and correct use of knives.
5.1.3.6 List the different types of preparation equipment used in the restaurant or
foodservice kitchen and give examples of their uses.
5.1.3.7 Identify the equipment needed for holding and serving food.
5.1.3.8 Describe the effective use of pre-prep (i.e. mise en place) activities.
5.1.4 Product knowledge
5.1.4.1 Describe the products prepared at the operation, including preparation
methods, substitutions, allergens, etc.
5.1.5 Inventory control
5.1.5.1 When storing food, be sure to use the FIFO (first-in, first-out) method. This
method rotates stored food according to its use-by or expiration dates so that
the oldest products are used first. Explain the correct storage requirements for
dry, refrigerated, and frozen goods.

5.1.5.2 All food prepped in-house should be correctly labeled when stored. Discard
food that has passed its state expiration date.
5.1.5.3 Cold food should be stored at or below 41 ̊F (5 ̊C).
5.1.5.4 Store dry food in air-tight containers and at least 6 inches off the floor.
5.1.5.5 Store food in designated areas (away from chemicals, cleaning supplies,
restrooms, etc.).
5.1.5.6 When receiving food, check for signs that the food has been tampered with or
has been time-temperature abused. Check the temperature of cold food to be
sure it is at or below 41 ̊F (5 ̊C).
5.1.5.7 The inventory turnover rate is at the rate at which inventory is used during a
specific amount of time. To get this rate, divide your cost of goods sold by
average inventory.
5.1.5.8 Inventory shrinkage is the difference between the inventory records and actual
inventory. Shrinkage of inventory may be a result of poor recordkeeping or
theft.
5.1.6 Production methods and training
5.1.6.1 Standardized recipes are critical to food consistency and cost control. To create
a standardized recipe, follow these steps:
 Observe menu item preparation process
 Consider preparation details
 Write recipe draft
 Review and revise recipe draft
 Use recipe for preparation
 Evaluate the product
 Consider further revisions (if necessary)
 Implement and consistently use the recipe
5.1.6.2 Ensure correct production protocols are in place to ensure food safety, cost
control, and consistent quality product.
5.1.6.3 When training in your operation, gain knowledge of all of the stations and roles
in the kitchen as well as all of the equipment used in the kitchen. This includes
a basic knowledge of all pots and pans and their uses, for instance stock pots
for soup and stocks, brazier pans for braising, sauce pans, etc. Understand the
different seasoning and flavoring used in your operation, their uses, and the
difference in that seasoning is meant to enhance the natural flavors of the food
and flavoring is meant to add flavor to the food.
5.1.6.4 Once trained in your operation, be able to describe the cooking methods used
in that operation (e.g., dry-heat, moist-heat, combination, fryer, etc.) and the
food for which they are suited. Be able to identify when food is done cooking
using a thermometer and correct temperatures. When food is finished, follow
your operation’s protocol for presenting the food.
5.1.7 Kitchen equipment and product knowledge
5.1.7.1 Each operation will be a little different, but it is important to ensure the correct
equipment is used when receiving and storing food and supplies.
Thermometers should be used to check the temperature of food as it arrives.
Storage shelves should be at least 6 inches off of the floor and shelving should
be open and easy to clean.

5.1.7.2 Often there is pre-preparation work for dishes. Know the equipment needed
for this work, including cutting boards and knives, and the proper care for the
equipment. Incorporate pre-prep activities, such as mise en place, to keep
your station clean and to ensure quality control. Mise en place means
everything in its place. This is station pre-set: necessary supplies and
equipment in place and portions pre-prepped to allow efficient production of
items.
5.1.7.3 A variety of knives are used in the kitchen such as the boning knife for
separating meat from bone, the serrated knife for slicing bread, and the chef
knife for slicing and dicing vegetable and meat.
5.1.7.4 Be sure to correctly care for knives. Only use knives for their intended
purposes, sharpen regularly, store in designated storage areas, and clean them
correctly.
5.1.7.5 Once food is prepared, know what kind of equipment your operation uses for
plating and serving (e.g., tongs, designated plates). When serving, never touch
ready-to-eat food with bare hands. Always use tongs, sheets, or single-use
gloves to touch the food.
5.1.7.6 When holding prepared food, the food temperature must be checked often to
ensure it is being held at the correct temperature to keep the food safe.
5.1.7.7 Both front-of-the-house and back-of-the-house staff must have a thorough
understanding of all products. This includes ingredients used, possible
substitutions allowed, and any allergens that may be contained within the
product.
5.2 Service Culture/Front of the House: Providing the desired level of service efficiently
and effectively.

5.2.1 Style of service
5.2.1.1 List the stations and positions in the front of the house and describe how they
work in concert with each other.
5.2.1.2 Understand the styles of service in the industry (e.g., fast-casual, American,
French, buffet, quick-service).
5.2.1.3 Demonstrate correct setting and clearing of table items.
5.2.1.4 Describe traditional service staff roles, and list the duties and responsibilities of
each, such as maître d’hôtel, headwaiter, floor manager, food runner, etc.
5.2.1.5 Identify various server tools and the correct way to stock a service station.
5.2.2 Meet customer needs
5.2.2.1 Describe the points of interactions in service when customers form impressions
(moments of truth).
5.2.2.2 Determine the customer’s needs.
5.2.2.3 Recognize that some customers may have special needs.
5.2.2.4 Describe the importance of menu knowledge when assisting customers
(allergies, menu selection).
5.2.2.5 Define suggestive selling and give examples of how to do it.
5.2.3 Skills and processes

5.2.3.1 Explain how correct facility maintenance and ambiance impacts arriving guests’
impressions of service quality.
5.2.3.2 Outline the process for receiving and recording reservations and special
requests.
5.2.3.3 Outline the process for taking orders at the table and counter, beginning with
the greeting.
5.2.3.4 List and describe each payment method used by the restaurant and foodservice
industry.
5.2.3.5 Explain the basic control standards to safeguard cash and credit card
information.
Technical Content Areas (including but not limited to):
5.2.4 Front of the house
5.2.4.1 When training in your operation, gain knowledge of all of the stations and roles
in front of the house. Understand the operation’s style of service (e.g.,
American, French, Russian, buffet, fine dining, etc.) and how this relates to the
various stations and roles in the front of the house. This includes the
knowledge of how to correctly set and clear tables if applicable, the correct way
to stock a service station, and any server tools that might exist, such as a table
crumber.
5.2.4.2 Some more traditional service staff roles include the following:
o Maître d'hôtel – the person in the restaurant who oversees wait staff and
bus staff.
o Headwaiter – senior staff servers who assist the maître d'hôtel and who
supervise and train workers who are preparing and serving food.
o Floor manager – the person who oversees the entire operation including
inventory and cost control and training of employees.
o Food runner – the person who delivers food and drinks to customers from
the kitchen. This person is usually employed in larger or very busy
operations.
o Server – the person who is the main line of service with the customer,
communicates between the kitchen and the customer, and delivers food.
o Host/hostess – the first person to greet guests and deliver customer
service, also often seats guests and takes reservations.
5.2.5 Meet customer needs
5.2.5.1 Good customer service is important in the restaurant and foodservice industry.
You must be able to communicate with your customer, determine his or her
needs, and find a way to meet those needs. Some customers may have special
needs, such as a food allergy. Some customers may need you to help them
decide what they want to eat or drink.
5.2.5.2 Explain how knowledge of menu items allows employees to suggest items the
customer might enjoy.
5.2.5.3 There are points of interaction in service when customers form impression such
as the initial greeting, when food is delivered, and when payments are made.
Employees should take special care to ensure they are meeting guests’ needs
to full satisfaction during these points of contact (moments of truth).
5.2.6 Skills and processes

5.2.6.1 Explain how proper facility maintenance and ambiance impacts arriving guests’
impressions of service quality.
5.2.6.2 Outline the process for receiving and recording reservations and special
requests.
5.2.6.3 Outline the process for taking orders at the table and counter, beginning with
the greeting.
5.2.6.4 List and describe each payment method used by the restaurant and food
service industry.
information.
5.3 Beverage Service: This includes both alcohol and non-alcohol specialized service.
5.3.1 Operations
5.3.1.1 Summarize the importance of correct facility design, layout, décor, and
atmosphere to successful beverage operations.
5.3.1.2 Describe the kind of equipment and tools needed for beverage operations.
5.3.1.3 Identify the major types of glassware and their usage.
5.3.1.4 Define up-selling and give examples of how to do it.
5.3.1.5 Explain cost control procedures for beverages and why they are important.
5.3.2 Purchasing
5.3.2.1 Explain the difference between physical and perpetual inventory systems for
beverage service.
5.3.2.2 Describe the two key objectives of an effective beverage purchasing program:
what to buy and how much to buy.
5.3.2.3 Explain the purpose of effective beverage receiving and storage practices.
5.3.2.4 Describe the purpose of an issue requisition.
5.3.2.5 Explain how to calculate an inventory turnover rate for beverage service.
5.3.3 Responsible/professional alcohol beverage service
5.3.3.1 Identify the different types of establishments serving alcoholic beverages.
5.3.3.2 Explain the physiological effects of drinking alcohol.
5.3.3.3 Identify the current consumer trends affecting the consumption and marketing
of alcoholic beverages.
5.3.3.4 Explain the concepts of duty of care and standard of care as it relates to the
serving of alcohol.
5.3.3.5 Identify the three major governmental entities responsible for regulating the
sale of alcohol beverages (federal, state, and local) and explain each entity’s
role.
5.3.3.6 Explain the importance of understanding BAC to the responsible service of
alcohol.
5.3.3.7 State the two main purposes of a responsible alcohol service training program
(e.g., to comply with ABC regulations and to serve alcohol safely).
5.3.3.8 Describe the role that bartenders and servers play in the effective guest
intervention procedures.

5.3.3.9 Describe the role that managers play in the effective guest intervention
procedures.
5.3.3.10 Explain the importance of training in responsible alcohol service and the topics
covered in this training.
5.3.3.11 Describe criminal, civil, and administrative liability as it relates to alcohol
service.
5.3.4 Beer
5.3.4.1 List and state the purpose of each of the four traditional ingredients and
possible adjuncts that can be found in beer.
5.3.4.2 Describe the three major forms of beer packaging (e.g., bottles, cans, and
kegs).
5.3.4.3 Explain how to serve beers from all three major forms of packaging.
5.3.5 Wine
5.3.5.1 Identify how wine is packed.
5.3.5.2 State the different ways managers/owners can prepare wine lists.
5.3.5.3 Explain the procedures used to correctly open and pour all types of wine for
guests.
5.3.5.4 Explain the basic production procedures for white, red, rose, and sparkling
wines.
5.3.6 Spirits
5.3.6.1 Explain the relationship between spirit distillation and proof.
5.3.6.2 Identify the seven major spirit types, the basics of how they are made, and
their base flavor profiles.
5.3.6.3 Explain the importance of standardized recipes to profitable drink production.
5.3.6.4 Explain the basic classic cocktails and standardized recipes to make them.
5.3.6.5 Explain the importance of standardized recipes to serving alcohol responsibly.
5.3.7 Responsible/professional alcohol beverage service
5.3.7.1 Alcohol is served in many different operations, such as neighborhood bars,
diners, restaurants, hotels, nightclubs, wine bars, breweries, sports complexes,
and specialty clubs.
5.3.7.2 Alcohol is classified as a depressant. It decreases the body’s activities, acts as a
tranquilizer, and can cause coma or even death.
5.3.7.3 Most customers are not attracted to specific operations primarily to drink.
Instead customers more often frequent specific operations for social wants and
needs, including relaxation, entertainment, conversation, and a good mix of
food and drink.
5.3.7.4 A duty of care is a legal concept that requires managers to use reasonable care
when performing any act that could potentially harm others. In fulfilling those
duties, managers must exercise a standard of care that’s appropriate to the
given situation.
5.3.7.5 Alcohol is regulated by a large number of laws. The federal government
imposes specific laws, each state government imposes specific laws, and there
are even specific local and county laws regarding alcohol. Some examples of
federal regulations include the Americans with Disabilities Act and federal wage

and hour laws. Individual states tend to monitor applications and liquor licenses
or permits, and local governments often regulate the sale of alcohol.
5.3.7.6 It is illegal to serve alcohol to an intoxicated guest, so it is important to
understand a person’s blood alcohol content (BAC) level. This can be done by
various ways including counting drinks for the guest and monitoring a guest’s
intoxication level. It is important for bartenders and servers to monitor guests
and intervene when necessary. If a customer needs to be cut off, it is important
the server or bartender first notify the manager, and then speak to the
customer with respect and without judgment. Managers must be on call to help
if necessary.
5.3.7.7 The main purposes of a responsible alcohol service training program are to
comply with local regulations and to serve alcohol safely. This training program
will cover legal responsibility of both operations and employees when serving
alcohol. It will also teach people how to spot signs of intoxication, how to
handle intoxicated guests, how to prevent intoxication, how to read legal IDs to
ensure someone is the appropriate age to have alcohol, and general service to
minors. It is important to have this training to both keep customers safe and to
prevent any liability on behalf of the operation or the employee. Generally,
employees and operations can be held to criminal liability, civil liability, or
administrative liability. Penalties can range from large monetary fees to job loss
and/or closure of the operation to jail time.
5.3.8 Beer
5.3.8.1 Beer types include ales, lagers, stouts, porters, and malts. Styles include
amber, blonde, brown, cream, dark, fruit, golden, honey, India pale ale, light,
lime, pale, pilsner, red, strong, and wheat. Beer can be paired with specific
dishes.
5.3.8.2 Beer only requires four ingredients:
 Starch source – this is often malt and imparts important color and flavor to
the beer.
 Water – beer is 85 to 90 percent water.
 Hops – hops contribute aroma and bitterness to beer as well as chemical
stability.
 Yeast – this is responsible for the fermentation of the sugars in the brewing
of the beer.
5.3.8.3 Beer is mainly packaged in bottles, cans, and kegs; however quality draft beers
should be served in a clean glass.
5.3.9 Wine
5.3.9.1 Wine is packaged in several different ways including in bottles and boxes.
Managers can prepare separate wine menus or lists based on their offerings
and the container sizes of wine that they purchase. Wine is often offered by the
glass or by the bottle and can be paired with the dishes on the food menu. The
wine menu itself can be ordered by the order in which the types of wine would
be consumed, the origin country or state, the color, the serving size, the selling
price, or by a combination of any of those.
5.3.9.2 Wine is grouped and classified in a variety of ways including by the country and
region in which it was made, the wine’s age, the grapes that were used to
make it, and the color. Some popular varietal wines are Cabernet Sauvignon,
Chardonnay, and Merlot.

5.3.9.3 To properly server wine, follow these steps:
 Present the wine list
 Assist customers with the wine selection
 Take the wine order
 Collect wineglasses and obtain necessary wine
 Bring glasses and wine to the table
 Present the wine to the guests
 Open wine after guest approval
 Allow guests to taste
 Pour wine after guest approval
 Refill wineglasses
5.3.10 Spirits
5.3.10.1 Spirits are the most potent alcohol beverages and are made by the process of
distillation. Once distillation is complete, the distiller determines the proof, or
percentage of alcohol content in the beverage.
5.3.10.2 There are seven major spirit types: vodkas, gins, rums, brandies, tequilas,
whiskies, and liqueurs.
5.3.10.3 When using spirits, it is important to use standardized recipes to track how
much of each spirit is being used. This will help control cost, quality, and will
help serve guests responsibly as it will help you count drinks for the guest.
Standardized recipes are developed with the following key components: spirit
type used, drink name, specific ingredients required, preparation method,
quantity of ingredients, glassware to be used, garnish to be used, and drink
strength measured in standard drinks. Standardizing all of this will affect
recipe taste, proposed selling price, drink presentation, available glassware,
operational concept and image, and target customers. Ingredients are
important so that the final taste of the drink is balanced and flavorful.
5.3.11 Operations
5.3.11.1 Layout, design, and atmosphere of an operation are important as they
contribute to the efficiency of the operation and help create an environment
that appeals to guests.
5.3.11.2 When designing an operation, it is also important to know the type of
equipment, tools, and glassware that will be needed. For instance, a bar needs
drink preparation areas, a behind-bar storage area, refrigerated storage,
correct glassware to match the drinks that are being served, and correct
shelving and lighting. All equipment should not only meet operational needs,
but also local food and beverage codes.
5.3.11.3 The ten most popular types of glassware are:
 Wine glasses – used for wine.
 Champagne flutes – used for champagne.
 Snifters – used for brandy.
 Beer pilsners or mugs – used for beer.
 Collings glasses – used for larger mixed drinks.
 Martini glasses – used for martinis.
 High ball glasses – used for mixed drinks.

 Rocks glasses – used for smaller mixed drinks or shots of alcohol over ice.
 Shot glasses – used for shots of alcohol.
 Irish coffee glasses – used for coffee or hot alcoholic drinks.
5.3.11.4 When taking a customer order, try to upsell the customer by suggesting more
expensive versions of the drink they are ordering, add-ons, or upgrades. For
instance, suggest premium vodka instead of well vodka for a vodka-cranberry
drink order.
5.3.12 Purchasing
5.3.12.1 In a physical inventory system, managers count and record the amounts of
each product in storage. In a perpetual inventory system, there is a continuous
count of number of items in inventory. This is done by keeping a running total
of purchases, or deposits, and usage, or withdrawals.
5.3.12.2 The beverage products that managers should purchase depend on the type of
operation and the characteristics of the target customers. And they must be
sure not to buy too much or too little. These are the key objectives of an
effective beverage purchasing program.
5.3.12.3 Inventory shrinkage is the difference between the inventory records and actual
inventory. Shrinkage of inventory may be a result of poor recordkeeping or
theft.
5.3.12.4 Effective issuing helps ensure that products removed from storage generate the
expected amount of revenue. Issue requisitions provide a written record of the
products that have been moved from storage areas to drink production or
service areas. The requisition document can then be used to calculate daily
beverage costs.
5.3.12.5 Inventory turnover is a measure of how quickly an item in storage is used. To
determine the inventory turnover rate, first determine average inventory
(Opening Inventory + Closing Inventory = Average Inventory). Then use the
average inventory to get the inventory rate (Cost of Food Sold / Average
Inventory = Inventory Turnover Rate).

Tiers 6 – 8: Occupation Specific Requirements: Management
Competencies
The Department of Labor’s Occupational Information Network (O*NET) program is the

nation's primary source of occupational information. Every occupation requires a different
mix of knowledge, skills, and abilities, and is performed using a variety of activities and
tasks. These distinguishing characteristics of an occupation are described by the O*NET
Content Model, which defines the key features of an occupation as a standardized,
measurable set of variables called "descriptors".
6.1 Safety and Regulations (HR)
6.1.1 Ensuring a lawful workplace

6.1.1.1 Present an overview of laws that impact restaurant and foodservice operations
(including laws on sanitation, harassment, health care, workplace safety, and
payroll).
6.1.1.2 Review state and federal employment laws that affect operations (EEOC, OSHA,
FLSA, minimum wage, and overtime, etc.).
6.1.1.3 Describe the methods used for managing payroll records (confidentiality, e-
verify, payroll tax, etc.).
6.1.1.4 Discuss three retirement and health benefits laws that impact voluntary
benefits (ERISA, COBRA, HIPAA).
6.1.1.5 Describe five employee benefit programs that are mandated by federal laws
(social security, unemployment compensation, worker’s compensation, FMLA,
Uniformed Services Employment and Reemployment Rights Act).
6.1.1.6 Discuss federal, state, and local laws that regulate restaurant and foodservice
operations, and describe the legal aspects of serving food.
6.1.1.7 Describe the legal aspects of serving safe food (FDA Food Code, etc.).
6.1.1.8 Review the legal aspects of serving alcoholic beverages.
6.1.1.9 Indicate procedures that should be followed to protect the operation from legal
actions (post required notices, attend hearings, etc.).
6.1.1.10 Explain how restaurant and foodservice operations should interact with unions
if applicable (overview of grievance process, role of NLRA, etc.).
6.1.2 Managing a safe and healthy workplace
6.1.2.1 Understand procedures and create policies for providing a safe workplace
environment (ladder use, emergency plan, fire extinguishers, lifting and
carrying, etc.).
6.1.2.2 Provide an overview of what managers can do to maintain a zero-tolerance
sexual harassment policy.
6.1.2.3 Discuss nonsexual types of harassment in the workplace (pregnancy
discrimination act, FMLA, ADA, etc.).
6.1.2.4 Review procedures for ensuring the rights of pregnant, disabled, and younger
employees.

6.1.2.5 Define the role of Occupational Safety and Health Administration (OSHA)
regulations.
6.1.2.6 Review procedures for preventing workplace violence.
6.1.2.7 Have knowledge of how to work professionally with regulators and demonstrate
the correct managerial action during an official inspection.
6.1.2.8 Explain procedures on to how to handle a customer or employee incident
requiring first aid or medical attention.
6.1.3 Food safety management
6.1.3.1 Understand the food safety responsibilities of the person in charge of the
operation as recommended by the Food and Drug Administration (FDA) for
regulatory monitoring.
6.1.3.2 Understand the concepts of active managerial control and the methods for
achieving it.
6.1.3.3 Explain the FDA's public health interventions.
6.1.3.4 Understand the seven HACCP principles for preventing foodborne illness and
how to implement a HACCP plan when applicable.
6.1.3.5 Explain how to prepare for, respond to, and recover from a crisis, including a
foodborne-illness outbreak.
6.1.3.6 Describe how to respond to imminent health hazards including power outages,
fire, flood, water interruption, and sewage.
6.1.3.7 Explain procedures on to how to handle requests from customers with food
allergies, sensitivities, and intolerances.
6.1.3.8 Identify when food handlers should be prevented from working with or around
food or from working in the operation.
6.1.3.9 Recognize the need for food defense systems.
6.1.3.10 Have knowledge of the five CDC risk factors that cause foodborne illness and
procedures to prevent them.
6.1.3.11 Outline correct procedures for managing pests.
6.1.4 Responsible alcoholic beverage service
6.1.4.1 Explain why the ability to serve alcohol is a privilege, not a right.
6.1.4.2 Explain the concept of legal liability and third-party liability as it relates to the
sale of alcoholic beverages.
6.1.4.3 Explain the importance of understanding BAC to the responsible service of
alcohol.
6.1.4.4 State the two main purposes of a responsible alcohol service training program.
6.1.4.5 List the four steps managers take to train employees in the responsible service
of alcohol.
6.1.4.6 Explain how managers ensure employees serve alcohol responsibly.
6.1.4.7 Describe the role that managers and employees play in effective guest
intervention procedures.
6.2 Leadership Skills
6.2.1 Dynamics of leadership

6.2.1.1 Review basic leadership qualities and strategies for facilitating the work of
employees such as motivation, leadership, coaching, and conflict resolution.
6.2.1.2 Discuss basic management activities and management styles (goal setting,
process development, etc.).
6.2.1.3 Explain the importance of ethical decision-making, the role of codes of ethics in
restaurant and foodservice operations, and tasks involved in developing,
implementing, and enforcing codes of ethics.
6.2.1.4 Explain that managers have professional responsibilities (professionalism and
responsibility to customers and staff).
6.2.1.5 Identify key elements in an effective time management plan.
6.2.1.6 Explain procedures that are helpful when delegating work tasks.
6.2.2 Professional development programs
6.2.2.1 Explain the importance of professional development and career-building
activities.
6.2.2.2 Discuss three commonly used professional development methods (cross-
training, delegating, mentoring, apprenticeship, coaching, job rotation, on-the-
job-training, etc.).
6.2.2.3 Describe basic procedures for developing succession plans.
6.2.3 Facilitate the planning process
6.2.3.1 Explain basic principles of planning with an emphasis on how employees can
assist and procedures useful in managing planning information.
6.2.3.2 Describe how a value statement, vision statement, and mission statement are
developed and implemented.
6.2.3.3 State the importance of SMART goals in the planning process (specific,
measurable, achievable, time-bound).
6.2.3.4 Review procedures for conducting a SWOT analysis (strengths, weaknesses,
opportunities, threats).
6.2.3.5 Identify how restaurant and foodservice managers use long-range, business,
and marketing plans and operating budgets, and explain the relationship
among these planning tools.
6.2.3.6 Explain an effective strategy for implementing change.
6.2.4 Effective communication
6.2.4.1 Explain why it is important for restaurant and foodservice managers to use
effective communication skills.
6.2.4.2 Provide an overview of the communication process including common
communication challenges.
6.2.4.3 Review basic principles useful for business speaking, using the telephone,
listening, writing, and controlling nonverbal communication.
6.2.4.4 Identify strategies that enhance interpersonal communication (constructive
feedback, etc.).
6.2.4.5 Explain practices for developing effective messages and for managing internal
and external communication procedures.
6.2.5 Manage and facilitate teamwork
6.2.5.1 Explain why teamwork is important to the success of restaurant and
foodservice operations.

6.2.5.2 Discuss basic principles helpful in building and maintaining effective teams.
6.3 Monitoring and Controlling Resources
6.3.1 The importance of cost control

6.3.1.1 Explain how restaurant and foodservice costs and pricing affect profitability.
6.3.1.2 Describe the manager’s role in cost control.
6.3.1.3 Explain the importance of controlling prime cost.
6.3.2 Calculating food cost
6.3.2.1 Define food costs and explain how managers track and analyze food costs.
6.3.2.2 Explain how to calculate the cost of sales.
6.3.2.3 Describe how to calculate the food-cost percentage.
6.3.2.4 Outline the process for calculating plate cost.
6.3.3 Controlling bar costs
6.3.3.1 Explain how managers forecast beverage sales.
6.3.3.2 Demonstrate the calculation of beverage cost of goods sold (COGS).
6.3.3.3 State the formula for a beverage cost percentage, and explain its use.
6.3.3.4 Summarize procedures managers use to control preproduction beverage
product costs.
6.3.3.5 Identify ways to prevent the theft of beverage products and revenue.
6.3.4 Controlling food costs in purchasing, receiving, storing, and issuing
6.3.4.1 Explain the importance of effective purchasing as it relates to cost control.
6.3.4.2 Explain the process for managing vendor deliveries and receiving goods.
6.3.4.3 Identify and describe the correct methods of taking inventory and the various
methods of inventory pricing.
6.3.4.4 Describe the inventory issuing process, including issuing beverages.
6.3.5 Food costs and quality control during production, sales, and service
6.3.5.1 Describe the tools managers use to estimate food-production levels (sales
forecasts, historical data, menu-mix analyses, etc.).
6.3.5.2 Explain how managers monitor food and beverage quality.
6.3.5.3 Detail how managers monitor the food and beverage production processes.
6.3.5.4 Explain the importance of portion control to food cost.
6.3.5.5 Explain the importance of training, monitoring, and follow-through as they
relate to the service team.
6.3.5.6 Explain the importance of product usage and waste reports to control the cost
of high-cost food items.
6.3.5.7 Explain how to complete a daily sales report.
6.3.6 Controlling labor and other restaurant costs
6.3.6.1 Explain how payroll cost, FICA, Medicare, and employee benefits make up labor
cost.
6.3.6.2 Explain the methods used to measure labor productivity.
6.3.6.3 Outline the steps involved in controlling labor costs.

6.3.6.4 Describe the components and factors to consider in the development of a
master schedule.
6.3.6.5 Explain how managers can optimize labor productivity (training, coaching,
controlling turnover, etc.).
6.3.7 Protecting revenue
6.3.7.1 Identify and explain the three parts of a revenue collection system (charging
guest, collecting revenue, protecting cash assets).
6.3.7.2 List the external and internal threats to revenue security.
information.
6.3.7.4 Describe the four steps in the revenue security system (verify product sales,
guest charges, payment collection, and deposit).
6.3.7.5 Explain several ways to discourage theft by employees.
6.3.7.6 Have knowledge of accounts payable's impact on the operation: cash flow and
supplier relationships.
6.3.7.7 Describe the steps in verifying the receipt of goods and services (purchase
invoice variances, etc.).
6.4 Purchasing
6.4.1 Restaurant purchasing and quality requirements

6.4.1.1 Describe the purchasing process and who should make purchasing decisions
(determine product needs, quality and quantity requirements, selecting
vendors).
6.4.1.2 Identify internal and external factors that impact the purchasing process
(employee skills, facilities, market conditions, etc.).
6.4.1.3 Explain the importance of consistently purchasing products of the correct
quality and describe how the establishment of quality standards is an important
first step in defining quality needs.
6.4.1.4 Explain the role of correctly constructed product specifications in
communicating product quality needs to vendors and describe how product
specifications are developed and implemented.
6.4.1.5 State the importance of make-or-buy analysis and describe how the process
should be done.
6.4.2 Purchase quantity requirements
6.4.2.1 Have knowledge of how to determine quantities (par levels) of products to
purchase (unit pricing, cash flow, forecasting, stock levels, etc.).
6.4.2.2 Explain how product yields affect purchase quantities.
6.4.3 Selecting vendors
6.4.3.1 Explain how to select the right vendors (reputation, using trade publications
and trade shows, etc.) and list the characteristics of the best vendors (price,
service, delivery, etc.).
6.4.3.2 List and describe alternative purchasing sources (buyer’s clubs, specialty line
vendors, cooperative purchasing, multi-unit buying groups).
6.4.3.3 Explain the importance of ethical concerns in purchase decision making (ethics
and legality in purchasing).

6.4.4 Ordering products: Pricing decisions
6.4.4.1 Explain the factors that affect product pricing (cost, demand, service, quality).
6.4.4.2 Summarize the importance of and the steps useful in effective negotiation (win-
win, negotiating tactics, etc.).
6.4.4.3 Describe several types of pricing discounts and explain rebates (prompt
payment and quantity discounts, etc.).
6.4.5 Ordering products: Effective procedures
6.4.5.1 Explain the basic steps in the ordering process (ordering policies, Request for
Proposals (RFPs), electronic ordering systems, etc.).
6.4.5.2 Identify special ordering concerns involving bidding (RFPs, price quotes, and
vendor selection).
6.4.5.3 Explain the types of purchase contracts, elements in contracts, and common
terms and conditions used in contracts.
6.4.6 Purchasing follow-up
6.4.6.1 Explain the basic procedures to monitor vendor compliance with quality and
quantity standards at the time of receiving.
6.4.6.2 Describe the importance of basic methods that can be used to evaluate the
purchasing process.
6.5 Manage Daily Operations
6.5.1 Work shift standards

6.5.1.1 Describe how restaurant and foodservice managers should establish priorities.
6.5.1.2 Explain why operating standards are important and how managers can enforce
them (policies, procedures).
6.5.1.3 Describe how restaurant and foodservice managers should develop and submit
reports to upper management.
6.5.1.4 Identify, implement, and review sales and service goals for the front of the
house (upselling, salesmanship, customer service program, special needs).
6.5.1.5 Identify, implement, and review production and quality goals for the back of
the house.
6.5.1.6 Review how tools (checklists, communication logs, etc.) can be used to monitor
quality.
6.5.1.7 Describe the main methods managers use to assess product quality (primarily
customer feedback).
6.5.1.8 Describe the key areas managers evaluate when assessing service quality
(promptness and cleanliness).
6.5.1.9 Identify how to assess service and production needs throughout a shift
(staffing, prep levels).
6.5.2 Manage meetings
6.5.2.1 Explain the need for meetings to be effectively managed.
6.5.2.2 Describe procedures for planning and conducting effective meetings.
6.5.3 Service recovery
6.5.3.1 List the steps to develop and manage an effective customer feedback program.

6.5.3.2 Describe the procedures managers use to address customer complaints.
6.5.4 Employee work schedules
6.5.4.1 Explain the need for effective work schedules.
6.5.4.2 Describe how to create and distribute work schedules (crew, staff, team, FOH,
BOH, managers, etc.).
6.5.4.3 Identify common practices helpful for monitoring employees during work shifts
(line-up meetings, coaching, etc.).
6.5.4.4 Explain methods for analyzing during and after-shift labor information.
6.6 Financial Management
6.6.1 Accounting and finance

6.6.1.1 Explain the purpose of accurate accounting and a Uniform System of Accounts.
6.6.1.2 Describe the difference between cash accounting and accrual accounting.
6.6.1.3 Describe the three components of the accounting equation and the importance
of Generally Accepted Accounting Principles (GAAP).
6.6.1.4 Explain the purpose of a balance sheet and describe the three main
components of a balance sheet (assets, liabilities, owner’s equity).
6.6.1.5 Describe the importance of managing cash flow in restaurant and foodservice
operations.
6.6.1.6 Determine whether a cash drawer is over or under at the end of a day.
6.6.1.7 Calculate the closing balance in a restaurant’s bank account and demonstrate
how to reconcile bank accounts.
6.6.1.8 Calculate the amount of a cash deposit.
6.6.1.9 Figure net cash receipts.
6.6.1.10 Explain the process used to prepare a capital budget.
6.6.1.11 Discuss the major differences between leasing and buying a capital item.
6.6.1.12 Explain the impact of effective tax management and planning.
6.6.2 Planning the profitable restaurant
6.6.2.1 Explain the goal of a business plan and state the tasks required.
6.6.2.2 Identify the main purpose of a financial plan.
6.6.2.3 Identify the areas assessed when analyzing market conditions.
6.6.2.4 Describe the major factors affecting market conditions.
6.6.2.5 Explain the role demographics play in defining target markets.
6.6.2.6 State the steps required to conduct a financial history analysis.
6.6.2.7 Describe the steps needed to implement cost control systems (e.g., food, labor,
and other).
6.6.3 Income statements (P&Ls)
6.6.3.1 Explain the purpose of an income statement.
6.6.3.2 Identify the three major types of financial information included in an income
statement (revenue, costs, profits).
6.6.3.3 Identify operating costs as controllable, non-controllable, fixed, variable, or
semi-variable.

6.6.3.4 Explain how managers read and analyze an income statement.
6.6.4 Forecasting and budgeting
6.6.4.1 Explain the purpose of operating budgets and forecasts.
6.6.4.2 List and describe the types of budgets and forecasting methods used by
restaurant and foodservice managers.
6.6.4.3 Summarize the method used to forecast an operation’s revenue and expenses.
6.6.4.4 Describe how to prepare food and labor cost budgets.
6.6.4.5 State the importance of accurately budgeting for profits.
6.6.4.6 Explain the importance of variance and its use in operations.
6.6.4.7 Calculate the average number of customers based on given information and
figure the average dollar sale based on the given information.
6.6.4.8 Figure the average dollar sale based on given information. Calculate product
cost percentage and calculate a breakeven point.
6.6.4.9 Perform a cost-volume-profit analysis to determine hours of operation.
6.6.5 Managing cash, accounts receivable, and accounts payable
6.6.5.1 Explain the importance of safeguarding cash in a restaurant or foodservice
operation.
6.6.5.2 Describe the steps required to process guest checks for payment.
6.6.5.3 Explain the procedures used to complete a bank deposit.
6.6.5.4 State the importance of effectively managing a petty cash fund.
6.6.5.5 Explain the methods used to manage an operation’s accounts receivable (AR).
6.6.5.6 Explain the difference between a random and a targeted accounts payable
audit.
6.6.6 Profitable pricing
6.6.6.1 Describe the relationship between price and value.
6.6.6.2 Explain the relationship between price, revenue, and profits.
6.6.6.3 Explain the methods managers use to establish food and beverage prices.
6.6.6.4 Describe the procedure used to analyze a menu sales mix.
6.6.6.5 State the process used to make needed modifications to menu items and
prices.
6.6.7 Assessing actual performance
6.6.7.1 Determine an operation’s profit for a year based on given information.
6.6.7.2 Explain the purposes for comparing budgeted results to actual operating
results.
6.6.7.3 Describe the way managers calculate budget variances and budget variance
percentages.
6.6.7.4 Identify reasons for variation in revenue, expense, and profit line items.
6.6.7.5 State factors that could result in revenue or expense-related budget revisions.
6.6.7.6 State factors that could result in profit-related budget revisions.
6.7 Marketing
6.7.1 The marketing process in restaurants

6.7.1.1 Describe how marketing and delivering quality products are essential to the
success of restaurant and foodservice operations (setting customer
expectations and meeting customer requirements).
6.7.1.2 Describe how to develop and implement a marketing plan.
6.7.1.3 Describe an effective marketing plan (written plans that are targeted, major
areas addressed by the plan, return on investment).
6.7.1.4 State how managers assess the impact of a correctly implemented marketing
plan (comparing financial, service, and other goals with actual outcomes).
6.7.1.5 Understand the importance of branding in the marketing process (importance
of brand identity).
6.7.2 Understanding the market environment
6.7.2.1 Identify the key information sources restaurant and foodservice managers use
to better understand their marketing environment (utilizing available internal
information collected by the operation, external information such as POS
records, and external information such as market reports, small business
administration, research, etc.).
6.7.2.2 Explain the factors that impact the market environment to include economic
environment, legal environment (local, state, and federal), and competitors in
assessing market conditions.
6.7.2.3 Identify demographic factors used to define the target market (age, education,
geography, etc.).
6.7.2.4 Identify psychographic factors used to define the target market (lifestyle,
values, etc.).
6.7.3 Understanding customer behavior
6.7.3.1 Identify factors that influence buyer behavior (e.g., external factors such as
income, peer group; internal factors such as age, gender).
6.7.3.2 Explain the differences between commercial and noncommercial foodservice
operations (these types of operations have different goals and marketing
needs).
6.7.4 Marketing the positive guest service experience
6.7.4.1 Explain the importance of high-quality customer service to the marketing of a
restaurant or foodservice operation.
6.7.4.2 Describe the tools managers can use to communicate their service commitment
to off-premise customers.
6.7.4.3 List the steps required to develop and execute an effective on-premise
suggestive selling program (advertising, promotions, public relations, etc.).
6.7.4.4 Discuss the impact of high-quality customer service on the success of loyalty
programs.
6.7.5 Setting menu prices
6.7.5.1 Contrast pricing as viewed from the perspectives of sellers and of buyers
(considering both customer demands and costs).
6.7.5.2 Explain the importance of proper pricing (price as a signal to buyers,
considering food and labor costs, etc.).
6.7.5.3 Describe the menu product mix and menu engineering.

6.7.5.4 Describe how managers choose an appropriate pricing strategy (profit-oriented,
sales-oriented, and status quo pricings).
6.7.5.5 Explain four methods managers can use to calculate selling prices (food-cost
percentage, contribution margin, prime cost, ratio pricing).
6.7.6 Communication channels
6.7.6.1 Identify the principles of effective advertising (print, broadcast, mail, web,
email, etc.).
6.7.6.2 Explain the importance of social media in marketing.
6.7.6.3 Describe the importance of cell phone applications (apps) in marketing.
6.7.7 Advertising and sales
6.7.7.1 Describe how managers establish and measure advertising objectives and
schedules (awareness objectives and trial objectives).
6.7.7.2 Describe effective selling methods and how to evaluate them (personal selling,
sales events, suggestive selling).
6.7.7.3 List and describe the components of an effective on-site merchandising
program (products, placement, packaging, and pricing).
6.7.8 Sales promotions, publicity, and public relations
6.7.8.1 Explain the difference between sales promotions, publicity, and public relations
in the marketing effort.
6.7.8.2 Describe the importance of effective external and internal promotion marketing.
6.7.8.3 Explain the impact of good media relations on positive and negative publicity.
6.7.8.4 State the reasons managers should include public relations as part of the
marketing mix.
6.7.8.5 Explain the importance of developing an effective guest loyalty program.
6.7.8.6 Identify the goals of community-based marketing programs (creating a positive
image in the local area).
6.7.9 Menu marketing and labeling
6.7.9.1 Explain the impact of customer psychology on menu development (menu
pricing strategies).
6.7.9.2 Outline the principles of effective menu layout and design.
6.7.9.3 Describe the federal legislation that governs menu, nutrition labeling, and
truth-in-menu practices in restaurants and foodservice operations (Nutrition
Labeling and Education Act).
6.7.10 Marketing beverage products responsibly
6.7.10.1 Describe the manager’s primary goal in marketing a beverage operation.
6.7.10.2 Describe the drink-pricing methods used by beverage managers.
6.7.10.3 Identify beverage selling opportunities available to managers and any
applicable laws.
6.7.11 Evaluating the marketing effort
6.7.11.1 Identify the areas managers assess when evaluating their marketing efforts
and the tools used to do this (systematic assessment of marketing results,
customer feedback, etc.).
6.7.11.2 List the tools managers use to evaluate the impact of marketing on guest
purchases (check averages, contribution margin, etc.).

6.7.11.3 Explain the importance of assessing marketing-related return on investment
(ROI) (calculating ROI for different marketing options).
6.8 Staffing
6.8.1 Recruiting and selecting the best employees

6.8.1.1 Describe how to perform position analysis (task, task breakdown, performance
standards, and job description).
6.8.1.2 Describe how and where to place effective recruitment advertisements.
6.8.1.3 Explain the uses of job descriptions and how they should be developed.
6.8.1.4 Review basic employee recruitment and interview procedures and the related
laws.
6.8.1.5 List and explain the tools that can help screen job applicants to determine
which should receive job offers (pre-screening tools, interview guides, industry
related or personality tests).
6.8.1.6 Explain how to make or decline job offers to candidates.
6.8.2 Employee orientation and training
6.8.2.1 Review basic procedures that should be used for employment and payroll
documentation (W-4, I-9, benefits statements, etc.).
6.8.2.2 Explain basic procedures that should be included in hiring and orientation
activities.
6.8.2.3 Describe how to plan and evaluate orientation programs.
6.8.2.4 Identify different methods to train employees.
6.8.2.5 Explain procedures for planning and delivering training programs (e.g.,
instructor led, on-the-job training).
6.8.2.6 Describe how to create employee manuals and standards.
6.8.3 Facilitate effective employee performance
6.8.3.1 Describe the tools that are available to aid in improving and maintaining an
employee’s performance.
6.8.3.2 Discuss the development and management of employee recognition and
incentive programs.
6.8.3.3 State procedures helpful in maintaining a positive workplace (open
communication, feedback, celebrating success, fairness, etc.).
6.8.3.4 Describe procedures for promoting or transferring an employee to a new
position.
6.8.3.5 Describe basic coaching practices and procedures for coaching employees.
6.8.3.6 Review procedures for planning and implementing employee development
programs.
6.8.3.7 Explain the steps used to objectively measure employee performance in a

restaurant or foodservice operation.
6.8.3.8 Explain procedures for conducting effective performance appraisals.
6.8.3.9 Identify ways to manage conflict and procedures for resolving employee
conflicts.

6.8.4 Manage compensation programs
6.8.4.1 Explain how managers must balance the concerns of owners, employees, and
themselves as they develop and manage compensation programs.
6.8.4.2 Describe the three major components of compensation: wages, salaries, and
benefits.
6.8.4.3 Describe major requirements of federal and state compensation laws.
6.8.4.4 Describe how to calculate fair and competitive compensation.
6.8.4.5 Identify how to develop compensation policies and procedures.
6.8.5 Employee retention and terminations
6.8.5.1 Describe leadership strategies to enhance employee retention and productivity.
6.8.5.2 Identify the benefits of and procedures for promoting employee diversity within
restaurant and foodservice operations.
6.8.5.3 Explain common procedures used in progressive discipline programs.
6.8.5.4 Describe procedures for voluntary and involuntary termination.
6.8.5.5 Explain the basics of unemployment compensation


Food and Beverage Service Competency Model: Employment and Training Administration United States Department of Labor

Uploaded by

Copyright:

Available Formats

Food and Beverage Service Competency Model: Employment and Training Administration United States Department of Labor

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Food and Beverage Service Competency Model: Employment and Training Administration United States Department of Labor

Uploaded by

Copyright:

Available Formats

Food and Beverage Service

Employment and Training Administration v. 1.1 October 2017

Employment and Training Administration Page 2 of 44

Employment and Training Administration Page 3 of 44

1.1.1 Demonstrating sensitivity/empathy

1.2 Integrity: Displaying strong business and work ethics.

1.2.1 Behaving ethically

1.3 Professionalism: Maintaining a courteous, conscientious, and generally businesslike

1.3.1 Job search and employment skills

Employment and Training Administration Page 4 of 44

1.4 Dependability and Reliability: Demonstrating responsible behaviors at work.

1.4.1 Fulfilling obligations

Employment and Training Administration Page 5 of 44

1.5.1 Entertaining new ideas

1.6.1 Demonstrate an interest in learning

1.7 Motivation: Demonstrating a commitment to effective job performance.

Employment and Training Administration Page 6 of 44

Employment and Training Administration Page 7 of 44

2.1 Communication: Listening, speaking, and/or signaling so others can understand

2.2 Reading: Understanding written sentences, paragraphs, and figures in work-related

Employment and Training Administration Page 8 of 44

Employment and Training Administration Page 9 of 44

2.5.1 Computer basics

Employment and Training Administration Page 10 of 44

2.6.1 Organization and development

Employment and Training Administration Page 11 of 44

Employment and Training Administration Page 12 of 44

3.1.1 Identifying the problem

3.2.1 Understanding customer needs

Employment and Training Administration Page 13 of 44

3.3 Teamwork: Working cooperatively with others to complete work assignments.

3.3.1 Identifying team membership and role

Employment and Training Administration Page 14 of 44

3.4.1 Using tools

3.5.1 Maintaining a healthy and safe environment

Employment and Training Administration Page 15 of 44

3.6.1 Career-building skills

Employment and Training Administration Page 16 of 44

4.1 Service Quality: Effectively meeting customer needs and expectations.

Critical Work Functions:

Employment and Training Administration Page 17 of 44

Employment and Training Administration Page 18 of 44

Critical Work Functions:

Employment and Training Administration Page 19 of 44

Critical Work Functions:

Employment and Training Administration Page 20 of 44

Employment and Training Administration Page 21 of 44

Critical Work Functions:

Critical Work Functions:

Employment and Training Administration Page 22 of 44

Employment and Training Administration Page 23 of 44

Critical Work Functions

Employment and Training Administration Page 24 of 44

Employment and Training Administration Page 25 of 44

Critical Work Functions:

Employment and Training Administration Page 26 of 44

Employment and Training Administration Page 27 of 44

Employment and Training Administration Page 28 of 44

Employment and Training Administration Page 29 of 44