The skills and experience required by workers in food services and drinking places differ by occupation and type of establishment. Many entry-level positions, such as waiters and waitresses or food preparation workers, require little or no formal education or previous training. Similarly, work in limited-service eating places generally requires less experience than work in full-service restaurants.
Many fast-food worker or server jobs are held by young or part-time workers. For many youths, this is their first job; for others, part-time schedules allow more flexible working arrangements. On-the-job training, typically under the close supervision of an experienced employee or manager, often lasts a few weeks or less. Some large chain operations require formal training sessions, many using video training programs, for new employees.
Formal training or prior food-service experience for managers, however, is more common. Training may take the form of industry-sponsored seminars; short-term, subject-specific certificate programs; or associate or bachelor’s degree programs in culinary arts, hospitality, hotel, or restaurant management. Seminars often address a variety of complex issues faced by food service managers and suggest ways to resolve problems as they occur and to improve the firm’s profitability, worker morale, and customer service. Some training topics cover proper food handling and safety issues, or methods for recruiting and motivating quality employees. As more restaurants use computers to keep track of sales and inventory, computer training is becoming increasingly integrated into management training programs.
Larger establishments or regional offices of nationwide chain or franchise operations increasingly use video and satellite TV training programs to educate newly hired staff. This type of corporate training generally covers the restaurant’s history, menu, organizational philosophy, and daily operational standards. Nationwide chains often operate their own schools for prospective assistant managers so that they can attend training seminars before acquiring additional responsibilities. Eventually, successful assistant managers may advance to general manager of one of the chain’s establishments, to a top management position in another large chain operation, or to a management position in an independent restaurant. Assistant managers in smaller, independent restaurants may learn their duties on the job, while assistant mangers in most chain-affiliated establishments receive training through more formal programs.
Completion of postsecondary training is increasingly important for advancement in the food services and drinking places industry. Whether it is in the form of a bachelor’s degree or as specialized training in culinary arts or hospitality management, completion of such programs demonstrates both the maturity and motivation required for work in a hectic fast-paced industry. Appropriate training often enables graduates to start as assistant managers. Management programs may last from 18 months, for tailored certificate or associate degree programs, to 4 years, for more comprehensive bachelor’s degree programs. Courses are available through junior and community colleges, trade and vocational schools, 4-year colleges and universities, hotel or restaurant associations, and trade unions. The Armed Forces are another source of training and experience in food service work.
Training options for chefs and other kitchen staff are more varied. Some start out in kitchens as food preparation workers and gradually work their way up to cook and chef positions with experience and improved skills. Or they may start in smaller restaurants or in less demanding work stations, such as the cold station, preparing comparatively simple salads or appetizers, then move up to stations where more complicated dishes are made. Working under an experienced chef and gaining progressively more responsible and difficult assignments is one way many cooks advance.
Formal culinary training for chefs and cooks is available through a wide variety of sources-independent cooking schools or academies, junior and community colleges, trade and vocational schools, and 4-year colleges and universities. Many trade associations and unions also certify cooking programs conducted at selected schools or sponsor Federally approved apprenticeship programs that combine formal classroom instruction with on-the-job experience in a working kitchen. Many cooks gain experience through formal internships, working under the direction of experienced chefs. Some advance to more responsible cooking positions by moving from one kitchen to another.
Most culinary programs now offer more business courses and computer training to better prepare chefs to assume greater leadership and managerial roles in the industry and to manage large, complex food service operations. Culinary training also has adapted to reflect changing food trends and eating habits. For example, chefs and cooks must know a wide variety food preparation techniques and cooking styles. They also must know how to prepare foods to accommodate various dietary restrictions to satisfy health-conscious eating styles, and to meet the needs of an increasingly international clientele. Chefs and cooks also need to be creative and know how to inspire other kitchen staff to develop new dishes and create inventive recipes.
Promotion opportunities in food services and drinking places vary by occupation and the size of individual establishments. As in other industries, larger establishments and organizations usually offer better advancement opportunities. As beginners gain experience and basic skills, those who choose to pursue careers in food services and drinking places can transfer to other jobs that require greater skill and offer higher earnings. Many workers earn progressively higher incomes as they gain experience or switch to jobs in establishments offering higher pay. For example, waiters and waitresses may transfer to jobs in more expensive or busier restaurants where larger tips are more likely.
Advancement opportunities for food preparation workers are better, particularly for those who work in full-service restaurants. Some people start as unskilled food preparation workers, improve their skills and advance to cook jobs as they pick up kitchen skills. Line cooks also develop and acquire new skills, moving to more demanding stations and eventually to more challenging chef positions. As chefs improve their culinary skills, their opportunities for professional recognition and higher earnings increase. Chefs may advance to executive chef positions and oversee several kitchens within a food service operation, open their own restaurants as chef-proprietors, or move into training positions as teachers or educators.
Many managers of food services and drinking places obtain their positions through hard work and years of restaurant experience. Dining room workers, such as hosts and hostesses or waiters and waitresses, often are promoted to maitre d' or into managerial jobs. Many managers of fast-food restaurants advanced from the ranks of hourly workers. Managers with access to the necessary capital may even open their own franchises or independent restaurants.
