The recruitment of qualified temporary staff and the limitation of the need for temporary staff. Given the sensitivity of the food and beverage industry, the technologies involved and the high demands, temporary staffs might not always be skilled enough to deal with the complexities. It is as such recommended to hire skilled temps, to limit the number of temps hired and to hire temps on positions which require lower levels of skills.

Last, in terms of training, it is recommended to maximize training programs in order to ensure adequate preparation for all employees. At this stage, it is also necessary to continually evaluate the training needs as well as the employee performances in the aftermath of the training programs.

The topic of the HRM issues within the food and beverage industry has also been addressed through the lenses of franchising operations. This particular angle is relevant and important since there are numerous franchise contracts through which restaurants of well-known brands are opened in various global regions, and operated by local individuals. The franchise contract divides the risk as well as the gains, being as such motivating for both parties. But from the standpoint of the staff members, it raises three specific challenges:

Availability of staffs

Turnover issues and the management of the staffs, and Skilled vs. unskilled staffs (Senior Care Franchise, 2009).

Each of these challenges impacts the food and beverage franchisor by causing effects on the means in which the food is made and served, the means in which the customer interaction is completed, the means in which the resources are handled and so on. But the positive turn in this case is also that there are some measures which can be taken to decrease the negative impact...

They refer to the following:
Analysis of the labor force availability before opening the franchise. This would ensure that the future manager is able to accordingly staff the venture, or at least take the necessary measures in an informed manner.

Analysis of other franchises opened by the same company. The parent company should provide contact information to other franchises they opened and this would help the future manager collect data on employee turnover, staffing challenges as well as other issues so they can best understand them and address when necessary.

Finally, the identification of the skills required from the employees and the limitation of employees which are not loyal and not reliable on the long run, such as temporary staffs or students only coming to work to make some additional income (Senior Care Franchise, 2009).

All in all, the human resource management functions are incrementally important in all fields, but even more so in the food and beverage industry, where organizational success is strictly pegged to the value of the customer experience. In order to enhance this experience, managers have to -- among other things -- identify and efficiently address staffing challenges.