Wie können Sie die Teamarbeit zwischen Front-of-House- und Back-of-House-Mitarbeitern fördern?

In my experience, the best way to improve communication between the front of the house and the back of the house is to make sure both of them understand the other department's operations and know their struggles and challenges. The second point is to make sure that both departments are aligned on the common goals, which can be achieved by teamwork only. For example, you can invite members from each department to spend time in the other department or even to do cross-training.

In hospitality, friction between front-of-house (FOH) and back-of-house (BOH) staff usually occurs. The relationships may fracture because of a lack of understanding regarding respective roles and communication protocols that have yet to be established. Regular staff meetings should be held to promote teamwork between FOH and BOH. At the beginning of each shift, the FOH and BOH can meet to discuss the objectives and goals for that day; after all, we are there to serve and satisfy our guests. Cross-training can be another way to promote teamwork. FOH & BOH should be trained on the pros and cons of each co-worker's position. Understanding each other's challenges will go a long way towards imparting empathy and cooperation.

I believe inviting team members from different FOH and BOH teams to attend briefings of other departments would be a helpful tool especially those who work closely together such as FO and HK .. F&B and Kitchen, etc ..

I believe to promote a teamwork you should start from day 1, for example if you have new FDA send him/her for couple of hours to(operator-concierge-GR- HSKP Coordinator- RA) by doing that you are giving him the knowledge about the operation, letting him know how everyone playing an important role in the operation also you are building the relationship between the new team member and everyone in his department and other department which will reflect in building the team work.

Promote FOH and BOH teamwork by: 1. Cross-training 2. Communication 3. Team-building 4. Unified goals 5. Respect 6. Efficient systems 7. Clear roles 8. Feedback 9. Leadership example 10. Recognition & rewards

I recorded a podcast on my podcast ‘The Hospitality Playbook’ which described how you can use job descriptions to add accountability. Most of the time a job description is used whilst hiring and then never seen again. But a well crafted job description should be used as an anchor document which the employee can refer to often to understand their role and responsibilities. It’s also important to make sure that teams are aware of progress towards targets so they can self assess. On Pilla, we see customers set KPIs for their teams to work on throughout the month. The teams have access to the targets via a real-time dashboard which is key because it means they have an opportunity to hold themselves accountable before their employer does.

For smooth collaboration and cooperation between FOH & BOH, this point is the most important one - define roles and expectations. It is very strange that very few people commented here. For smooth FOH & BOH cooperation, the first crucial step is a practical working system or, in other words, clear roles and expectations for each department. This is something that should be constantly refined and improved because there isn't one and only true or perfect system of workload and responsibilities. The better and clearer you establish your system, distribute roles, and set expectations, the better the cooperation between BOH & FOH will be, resulting in a more smooth and profitable operation.

Sharing of joint goals and how both teams contribute towards the success of the project or the business is key. Automated communication such as reports can have teams see in real time how working together, produces the desired results and that the defined roles , in joint collaboration assist in achieving the set expectations.

Cross training/ exposure is a potential option to understand interdepartmental issues and to build a strong bondage. This is not a case of defining KPIs or any other so called measures, we are forgetting the human touch. Let's keep it simple and see great results

También es importante generar sentimiento de pertenencia en el equipo para que pueda hacer un poco más de lo que está escrito en la descripción de su puesto ya que existen momentos donde hay reducciones de personal, pandemia, crisis políticas-sociales que afectan directamente la economía y se requiere que las personas que quedan puedan hacer más.

Where specific repeated areas of friction arise, schedule role play and feedback with relevant departments and the employees involved. This might include role reversal for example. Such activities promote professionalism and greater awareness of the larger picture if supervised effectively.

Walk the proverbial mile in their shoes. Cross train the staff on both sides of the house so they have a better understanding of the efforts required and can more readily recognize when patience or assistance will be appreciated. As the leader, learn those same tasks and your team will recognize that you, know exactly where each side is coming from. On a side note, make a point to recognize special team efforts.

On Pilla we’ve seen first hand that companies with a more structured operational process have a lower staff turnover for the first 90 days (meaning that they retain more of their new starters longer than 90 days). When companies have a clearer operational plan and have taken the time to create standard operating procedures, cleaning schedules and other processes, then it becomes much quicker and easier to onboard new starters. The new starters have a ‘playbook’ to learn from and refer to when they are unsure how the employer wants it done. It does take a little time to create this playbook, but the time is more than made back through reduced training hours, reduced supervision hours and reduced hiring hours.

Guest service training is not finite, usually one to four days. It's not top-down, one-way, "I know everything, you know nothing" instruction. Instead, enroll your associates in Guest CARE University. Interactively, frequently, and continuously, educate and enlighten your people with CARE (Communicate. Acknowledge. Respond. Enrich) actions for their guests, such as telephone etiquette, service recovery, and guest CARE. Your associates will be enlightened, encouraged, and empowered to develop, not the business, but themselves. When you create a GREAT experience for your associates, they will do the same for their fellow associates and guests. Everyone will be enriched, literally and figuratively.

Providing resources, training and support in time management will assist both teams to perform. Share drive live work sheets, whereby both teams see the process and progress have helped in past project to create understanding between FOH and BOH.

Team activities are great ways to encourage bonding. Companies can organise events outside of work eg volunteering as it encourages staff to interact with each other at a personal level doing a shared activity which helps to build relationship and bonds with one another.

Recognition and rewards for team work cannot be viewed in a silo, as it is a matter which transcends individual v/s team working. There are various techniques, programs and best practices which have proven themselves across different geographies. Best Employee of the Day, Week, Month and Year is one such practice. So is the Best Departmental Employee of the Year. Recognition during Monthly Employee Townhalls; display of specially recognised employees in public areas; Prize Money vouchers/certificates, GM or HOD commendation letters, are some others which foster higher employee productivity and morale. Best Department of the month/quarter/year, Annual Hotel Champion Department trophy & team holidays can also be quite effective.

Provides rewards and incentives closest to the loop of staff motivation. After you’ve catered for the basic needs of your teams and set targets to achieve, providing rewards will make a big difference to improve motivation. On Pilla, employers can set separate targets for FOH and BOH and this is a nice way to use healthy competition in a site as extra motivation. But in some businesses, FOH and BOH might work more directly together on the same targets. In this case you can bring teams together by promoting teamwork across teams. I also like to see regular appraisals used in hospitality. In my experience there’s not used enough and there are a fantastic way to provide a more formal record of recognition.

The principle of "I am because you are" highlights the interconnected nature of recognizing and rewarding teamwork. Acknowledge the collaboration of FOH and BOH staff, valuing their contributions and fostering a culture of mutual support and encouragement. Celebrate collective successes and recognize the shared challenges, emphasizing the significance of their combined efforts in achieving common goals. Create a reward system that reflects the team's unity, utilizing verbal praise, certificates, bonuses, and incentives to inspire a sense of shared accomplishment. Foster a team culture that prioritizes respect and inclusivity, organizing collaborative team events and activities that strengthen bonds and reinforce the value of the collective.

Recognizing and rewarding teamwork is vital. Acknowledge and appreciate FOH and BOH staff's efforts and achievements. Celebrate successes, recognize challenges, and reward improvements. Use verbal praise, certificates, bonuses, or incentives. Foster a team culture that values and respects each other through team events, activities, or outings.

Always remember two things: 1. Sometimes, the problem is not between FOH & BOH, but the issue lies with how you organize their job as a leader. 2. Often under "solving the problem" between BOH & FOH, it means improving the interaction system and making changes. A company is a living organism that must react and accordingly change in response to changes in various factors. Just as in nature, in business, adaptation is the key to survival and progress. If your principles of collaboration between FOH & BOH are from 5 years ago, then the problems are more likely not between FOH & BOH but within you as a leader. It is sometimes painful to realize, but as soon as we do, we have every chance to elevate FOH & BOH to a new level.

Having been on both sides of the operation, I see now that resolving conflicts quickly and efficiently is so important. This keeps things professional and keeps things moving. It also builds trust which is so so important in the high stress atmosphere of a restaurant.

In a teamwork environment, conflicts and problems can arise between FOH and BOH staff. To resolve these issues: 1. Act as a mediator: Listen to both sides, allowing each person to express their concerns. 2. Identify root causes: Determine the underlying issues that led to the conflict or problem. 3. Find fair solutions: Work together to find solutions that are acceptable and beneficial for both parties. 4. Maintain a positive attitude: Encourage respectful communication and lead by example. 5. Prevent escalation: Address issues promptly and provide a safe space for team members to express concerns. Resolving conflicts and problems restores trust and harmony among the team.

Team leaders and the team members themselves need to be encourage to communicate beyond electric communication. Problems arise when communication or expectation is misunderstood, and/ or performance criteria is not equal. Everyone knowing their role and importance of their work for the entire team can assist in minimising conflict.

Address any conflicts promptly, demonstrating empathy and understanding for both FOH and BOH staff. Foster open communication, actively listening to each party's perspective and acknowledging their concerns. Identify the underlying causes with a focus on mutual understanding and fairness, striving for solutions that prioritize the collective harmony and respect within the team. Proactively prevent escalation or retaliation, nurturing a positive and professional environment that values constructive dialogue and collaborative problem-solving. By resolving conflicts with a spirit of interconnectedness, you strengthen trust and unity, fostering a cohesive and supportive team dynamic that upholds the principle of Ubuntu.

Sometimes, as leaders,we get carried away and want to talk about what could be done better. But if we give team members the platform and truly listen, they often have the knowledge that can help us lead better and create bridges and strong bonds between the two departments.

I agree with all the above contributions, however, today with job sharing, there is very little or no difference between FOH and BOH staff. Maintenance, Housekeeping and Kitchen used to be the biggest numbers in BOH staff, but now we see them actively communicating with guests and even getting their names on social media. HR and Recruitment staff also meet with new candidates in the lobby, elevators, restaurants, etc. giving them the opportunity to collaborate with guests and ask them for their experience. This bridges the gap between the two and ultimately enhances the guest journey and gives confidence to a lot of BOH team members to speak proactively with guests which in turn enhance their careers. Thanks, Eric

1. Cross-Training: Encourage team members from FOH and BOH to cross-train in each other's roles. This can foster a better understanding of the challenges and demands each team faces. 2. Team Building Activities: Organize team-building events or activities that involve both FOH and BOH members in mixed teams to foster camaraderie. (I've tried both strategies and had good outcomes from it)

Nomenclature is important, hence I preferred to use “heart of the house”…by implication “back” is behind “front” not abreast. What we did was that we included guest delight in the KRA’s of heart of the house teams as well, smaller percentages in the balance score card but nonetheless it was there. This reminded the FOTH teams the role that HOTH teams play in guest delight and also created respect for the HOTH jobs. We created a structured cross training system that made sure all teams trained in all areas therefore creating a realisation of the complexities each role involves. Common tipping…. The idea was to culturally remove the differences to make HOTH and FOTH only locational. It took 3 years of very hard work, but it worked.

In addition to what well said : Hotels should ensure to train their staff, especially FOH employees, in active listening skills. This helps ensure that they accurately convey guest requests to the BOH. Another more training is :the Cross-Training: Cross-train FOH and BOH staff, at least to some extent, so they understand each other's roles and challenges. This can foster empathy and a better understanding of each other’s need. Mutual understanding of both section roles and with a culture of effective communication, hotels can enhance the exceptional guest experience and improve overall guest satisfaction. Thanks,

One of the main drivers of conflict between FOH and BOH staff is that they view themselves as separate operations. Too often, we draw a distinction between them rather than promoting the positive symbiotic relationship that needs to exist in a successful bar or restaurant. In essence, FOH is the service and sales side of the business, and BOH is production. Without the FOH getting and entering orders from customers the BOH has nothing to do. Without the BOH the FOH doesn't have any products to deliver to their customers. They are two separate divisions, but without one another, and unless they work well together no one in the operation can be successful.