16. mart 2026. Nenad Živković 18 min read 18 min čitanja

The Kitchen Workforce Crisis — and What a Modern System Can Do About It

Kriza radne snage u kuhinjama — i šta moderan sistem može da uradi povodom toga

Why young people aren't entering professional kitchens, and how modernizing the system can restore order, dignity, and motivation to the trade.

Zašto mladi ne ulaze u profesionalne kuhinje, i kako modernizacija sistema može da vrati red, dostojanstvo i motivaciju u zanat.

Every chef I know has the same conversation at least once a month: "I can't find people." Every restaurant owner says the same thing, usually followed by some version of blaming the generation, the economy, or the pandemic. And while all of those factors are real, they are not the root cause.

The root cause is simpler and harder to fix: the professional kitchen, as a workplace, has not modernized. The food has evolved dramatically — techniques, sourcing, plating, guest expectations. But the system that produces that food? In most kitchens, it is still running on a 19th-century model: hierarchy by volume, learning by endurance, management by pressure.

And young people — who have more options than any generation before them — are simply choosing not to enter a system that offers exhaustion without structure, authority without clarity, and sacrifice without visible progression.

The question is not "where are all the young cooks?" The question is: "what kind of kitchen would make a young person want to stay?"

01 — The Problem

What's Actually Broken

Let's be specific. The workforce crisis in hospitality kitchens is not a single problem — it is a cascade of interconnected failures. And the numbers confirm what every kitchen already feels.

According to the U.S. Bureau of Labor Statistics, the quit rate in accommodation and food services was 5.6% in 2023 — nearly double the national average across all industries. In Europe, the picture is the same: a 2024 study by HOTREC (the European hospitality confederation) found that 61% of hospitality businesses across the EU reported severe difficulty filling kitchen positions. In the UK, the Office for National Statistics listed chef as a "shortage occupation" for the fourth consecutive year. In Serbia and the wider Balkans, the problem is compounded by emigration — the most skilled young cooks leave for Western Europe, where the same broken system at least pays better.

These are not abstract trends. They are the daily reality: a restaurant with two empty stations, a head chef covering three positions, a prep list that never ends because there is no one to run it. The failure is structural, not generational.

No visible career path. A cook enters, works the line, maybe becomes a sous chef after years of unclear expectations. The path from entry to mastery is rarely defined, rarely communicated, and almost never documented. In most kitchens, "career progression" means surviving long enough for someone above you to leave. That is not a path — it is a lottery.
Knowledge transfer is oral and accidental. In most kitchens, you learn by watching, by failing, by being told once. There is no recipe documentation system, no training manual, no standard operating procedure. When a senior cook leaves, their knowledge walks out the door with them. The kitchen loses months or years of accumulated expertise in a single resignation.
Compensation doesn't match the demand. The hours are long, the physical toll is real, and the pay is not competitive with industries that offer less stress and more flexibility. A line cook in most European cities earns between €1,200 and €1,800 net per month — for 50–60 hour weeks, split shifts, weekend work, and no remote option. A warehouse logistics worker earns more, with predictable hours and air conditioning. The math is simple, and young people can do math.
Culture of endurance over intelligence. The badge of honor in too many kitchens is still "I survived." Not "I learned." Not "I built something." The industry romanticizes suffering — 16-hour days, burned hands, screaming chefs — as if pain were a pedagogy. It isn't. Pain is just pain. What produces competence is structured repetition, clear feedback, and progressive challenge. Everything that most kitchens do not offer.
No operational structure. When a kitchen lacks defined roles, clear prep lists, accurate costing, and consistent service protocols — the chaos isn't creative. It's just chaos. And chaos is exhausting for the people inside it. The sous chef who stays until midnight because no one documented the closing procedures is not dedicated — they are compensating for a system that doesn't exist.

02 — The History

Why We're Still Running an 1890s Model

The brigade system — the kitchen hierarchy that most restaurants still use — was codified by Auguste Escoffier in the 1890s. It was, at the time, revolutionary. Escoffier borrowed military structure to organize the kitchen: a clear chain of command, specialized stations, disciplined execution. It replaced the chaos of 19th-century hotel kitchens with something orderly and efficient.

But the world Escoffier designed for no longer exists. His system was built for grand hotels serving 500 covers of classical French cuisine with a staff of 80. It assumed a labor market with no alternatives — men who entered the kitchen at 14 and had no other skill. It assumed physical presence as the only form of supervision. It assumed that authority equaled competence.

None of those assumptions hold in 2026. Today's kitchen is smaller, faster, more diverse, and competing with every other industry for the same young workers. Yet we still promote by seniority rather than skill. We still train by osmosis rather than structure. We still measure dedication in hours worked rather than quality delivered.

Escoffier gave us the brigade. What he could not give us was a system for developing people — because in his era, people were replaceable. In ours, they are not.

03 — The Myth

Passion Is Not a System

There's a persistent myth in the hospitality industry that the solution to the workforce crisis is to "find people with passion." As if passion were a resource you mine.

Passion is a consequence, not a precondition. People become passionate about work that gives them a sense of competence, progress, and belonging. You don't recruit passion — you create the conditions for it.

I have seen this repeatedly in my own work. A cook arrives unmotivated, disengaged, already thinking about leaving. You give them a clear role. You show them exactly what is expected this week. You train them on one specific technique until they master it. You let them cost a dish and see where the margin lives. Within three months, that same person is arriving early, asking questions, proposing improvements. They didn't find passion — they found structure. And structure gave them a reason to care.

The opposite is equally true. I have seen talented, energetic young cooks — people who entered the kitchen with genuine excitement — burn out within a year because the environment offered no structure, no feedback, no progression. They weren't lacking passion. They were lacking a system worthy of their effort.

And those conditions are structural:

A clear framework where a cook knows what is expected of them today, this week, this month.
A training system that makes skills transferable and progression measurable.
A kitchen where the rules are explicit — not unwritten codes enforced by whoever happens to be the loudest.
An environment where the work is hard, but the hardness has purpose and direction.

04 — The Shift

What a Modern Kitchen System Looks Like

Modernizing a kitchen doesn't mean buying new equipment or redesigning the menu. It means rebuilding the operating logic — the invisible structure that determines how the team functions under pressure.

In the AsketCuisine methodology, this operating logic is built on two pillars: seven roles and seven axes. The roles define who does what and why. The axes define what a culinary professional actually becomes as they develop. Together, they replace the vague, inherited hierarchy of the brigade with something precise, measurable, and — crucially — teachable.

04.1

Defined Roles, Not Just Positions

In the traditional kitchen, a "line cook" is a title. It tells you nothing about what that person actually does, what they're responsible for, or where they're headed. Two line cooks can work side by side for years with completely different assumptions about their role.

In the AsketCuisine system, we operate with seven roles — Framer, Anchor, Binder, Firekeeper, Sharpener, Weaver, Architect — each carrying a specific operational force. The Framer builds the foundation: mise en place, recipe execution, discipline of preparation. The Anchor holds the kitchen steady under pressure: technical mastery, station flexibility. The Binder connects the kitchen to suppliers, seasons, raw material quality. The Firekeeper transforms ingredients and manages the economics. The Sharpener maintains quality standards and identifies drift. The Weaver coordinates service timing and bridges kitchen to floor. The Architect holds the vision and develops people.

When roles are defined, conflicts decrease. A cook who knows exactly what their job is — and what it isn't — stops guessing, stops overstepping, stops withdrawing. Clarity is the most undervalued tool in kitchen management. And when conflict decreases, retention increases. People don't leave jobs where they feel competent and clear. They leave jobs where they feel confused and unvalued.

04.2

Documented Standards, Not Tribal Knowledge

Every recipe should be documented with full yield calculations, prep procedures, plating specifications, and allergen flags. Every process — from receiving goods to closing the kitchen — should have a written protocol. This is not bureaucracy. This is the difference between a kitchen that depends on specific people and a kitchen that depends on a system.

When the senior cook is sick, can the kitchen still run? When the sous chef goes on vacation, does quality drop? If the answer to either question is yes, the kitchen doesn't have a system — it has a dependency. And dependencies are fragile.

Documentation does something else, too: it gives junior cooks a path to self-improvement. When the standard is written, a cook can study it, practice it, measure themselves against it. When the standard lives only in someone's head, the junior cook is perpetually dependent on that person's availability and mood.

04.3

Training as Investment, Not Cost

The most common response I hear when I propose structured training is: "We don't have time." This is precisely backwards. You don't have time because you don't train. Untrained staff make mistakes, work slowly, require constant supervision, and leave within months — creating a cycle of hiring and re-hiring that costs far more than any training program.

Structured training means: observation, assessment, targeted skill development, and follow-up. It means allocating actual hours — not theoretical hours, not "when we have a quiet day" hours — to building competence. It means the head chef spends two hours this week teaching a cook how to butcher a lamb shoulder properly, rather than doing it themselves for the fifteenth time while the cook watches from a distance.

The return on training investment in kitchens is immediate and measurable: fewer mistakes, faster execution, lower food cost, higher retention. A cook who has been properly trained on a station can cover it independently within weeks. A cook who has been left to figure it out can take months — and the mistakes along the way cost real money.

04.4

Transparency in Costs, Not Just Commands

When a cook understands that the lamb shoulder they're trimming has a 30% yield loss, and that every 10 grams of waste costs the business real money — they trim differently. When a line cook knows that the food cost target for tonight's service is 28%, and they can see the actual number in real time — they plate differently.

Most kitchens hide their economics from the team. The chef knows the food cost. Maybe the sous chef. Nobody else. This creates a bizarre situation where 80% of the team — the people who physically handle every ingredient — have no understanding of the financial consequence of their work.

Teaching a cook to think in costs is not about making them anxious. It is about making them complete. A cook who understands food cost, yield, margin, and waste is not just a cook — they are an operator. And operators are rare, valuable, and difficult to replace. Which means they get paid more, promoted faster, and treated better. The economics of transparency are not just good for the business — they are good for the cook.

05 — The Opportunity

Why This Moment Matters

The workforce crisis is real, and it is not going away. Demographics alone guarantee this: Europe's working-age population is shrinking. Immigration, while a partial solution, brings its own integration and training challenges. The pool of available kitchen labor will be smaller in 2030 than it is today.

But within this crisis lies an opportunity: the kitchens that modernize first will attract the best people. Not because they're the trendiest, but because they're the most structurally sound. In a market where every kitchen is competing for the same small pool of talent, the kitchen that offers clarity, progression, and dignity will win.

Young people are not lazy. They are selective. And they should be. A generation that asks "What do I learn here? Where does this lead? Am I valued?" is not entitled — they are rational. The kitchens that can answer those questions honestly will have no trouble finding people.

The ones that can't will continue to have the same conversation every month: "I can't find people."

The future of the kitchen is not louder chefs. It is better systems. And better systems build better cooks — who stay longer, learn faster, and care more. Because they finally have something worth caring about.

That's what we do at AsketCuisine. We don't supply kitchens with staff. We build the systems that make staff want to stay. If your kitchen is struggling to find and keep good people, the answer isn't louder job ads — it's a better operating system. Start with the methodology.

Svaki šef kuhinje koga poznajem ima isti razgovor barem jednom mesečno: „Ne mogu da nađem ljude." Svaki vlasnik restorana kaže isto, obično uz neku verziju okrivljavanja generacije, ekonomije ili pandemije. I dok su svi ti faktori realni, oni nisu koren problema.

Koren je jednostavniji i teži za popravku: profesionalna kuhinja, kao radno mesto, se nije modernizovala. Hrana je dramatično evoluirala — tehnike, nabavka, platiranje, očekivanja gostiju. Ali sistem koji tu hranu proizvodi? U većini kuhinja, on još uvek radi na modelu iz 19. veka: hijerarhija po volumenu, učenje kroz izdržljivost, upravljanje kroz pritisak.

A mladi ljudi — koji imaju više opcija nego bilo koja generacija pre njih — jednostavno biraju da ne ulaze u sistem koji nudi iscrpljenost bez strukture, autoritet bez jasnoće i žrtvu bez vidljivog napredovanja.

Pitanje nije „gde su svi mladi kuvari?" Pitanje je: „kakva bi kuhinja naterala mladog čoveka da želi da ostane?"

01 — Problem

Šta je zaista pokvareno

Budimo precizni. Kriza radne snage u ugostiteljskim kuhinjama nije jedan problem — to je kaskada međusobno povezanih neuspeha. I brojevi potvrđuju ono što svaka kuhinja već oseća.

Prema podacima Biroa za radnu statistiku SAD, stopa napuštanja u ugostiteljstvu iznosila je 5.6% u 2023. godini — skoro dvostruko više od nacionalnog proseka. U Evropi je slika ista: studija HOTREC-a (Evropske konfederacije za ugostiteljstvo) iz 2024. pokazala je da 61% ugostiteljskih objekata u EU prijavljuje ozbiljne poteškoće u popunjavanju pozicija u kuhinji. U Velikoj Britaniji, Nacionalna statistička služba navodi kuvara kao „deficitarno zanimanje" četvrtu godinu zaredom. U Srbiji i na širem Balkanu, problem je pojačan emigracijom — najsposobniji mladi kuvari odlaze u Zapadnu Evropu, gde isti pokvareni sistem barem bolje plaća.

Ovo nisu apstraktni trendovi. To je svakodnevna realnost: restoran sa dve prazne stanice, šef kuhinje koji pokriva tri pozicije, prep lista koja nikad ne završava jer nema ko da je radi. Neuspeh je strukturalni, ne generacijski.

Nema vidljivog karijernog puta. Kuvar ulazi, radi na liniji, možda postane sous chef nakon godina nejasnih očekivanja. Put od početnika do majstora retko je definisan, retko komuniciran i skoro nikad dokumentovan. U većini kuhinja, „napredovanje u karijeri" znači da si preživeo dovoljno dugo da neko iznad tebe ode. To nije put — to je lutrija.
Prenos znanja je usmen i slučajan. U većini kuhinja učiš gledajući, grešeći, tako što ti se kaže jednom. Ne postoji sistem dokumentacije recepata, ne postoji priručnik za obuku, ne postoje standardne operativne procedure. Kada iskusni kuvar ode, njegovo znanje odlazi s njim. Kuhinja gubi mesece ili godine akumulirane ekspertize u jednoj ostavci.
Kompenzacija ne odgovara zahtevima. Sati su dugi, fizički zamor je realan, a plata nije konkurentna industrijama koje nude manje stresa i više fleksibilnosti. Kuvar na liniji u većini evropskih gradova zarađuje između 1.200 i 1.800€ neto mesečno — za 50–60 sati nedeljno, podeljene smene, rad vikendom, bez opcije rada od kuće. Radnik u skladišnoj logistici zarađuje više, sa predvidivim satima i klima uređajem. Matematika je jednostavna, a mladi znaju da računaju.
Kultura izdržljivosti umesto inteligencije. Medalja časti u previše kuhinja je i dalje „preživeo sam." Ne „naučio sam." Ne „izgradio sam nešto." Industrija romantizuje patnju — 16-časovne smene, opečene ruke, šefovi koji viču — kao da je bol pedagogija. Nije. Bol je samo bol. Ono što proizvodi kompetenciju je strukturisano ponavljanje, jasna povratna informacija i progresivni izazovi. Sve ono što većina kuhinja ne nudi.
Nema operativne strukture. Kada kuhinji nedostaju definisane uloge, jasne prep liste, tačni kalkulacije troškova i konzistentni protokoli servisa — haos nije kreativan. To je samo haos. A haos iscrpljuje ljude unutar njega. Sous chef koji ostaje do ponoći jer niko nije dokumentovao procedure zatvaranja nije posvećen — on kompenzuje sistem koji ne postoji.

02 — Istorija

Zašto još uvek radimo na modelu iz 1890-ih

Brigadni sistem — kuhinjska hijerarhija koju većina restorana i dalje koristi — kodifikovao je Auguste Escoffier 1890-ih godina. Bio je, u to vreme, revolucionaran. Escoffier je pozajmio vojnu strukturu da organizuje kuhinju: jasan lanac komandovanja, specijalizovane stanice, disciplinovano izvršenje. Zamenio je haos kuhinja u hotelima 19. veka nečim uređenim i efikasnim.

Ali svet za koji je Escoffier dizajnirao više ne postoji. Njegov sistem je građen za grande hotele koji služe 500 poklopaca klasične francuske kuhinje sa 80 zaposlenih. Pretpostavljao je tržište rada bez alternativa — muškarce koji ulaze u kuhinju sa 14 godina i nemaju drugu veštinu. Pretpostavljao je fizičko prisustvo kao jedini oblik nadzora. Pretpostavljao je da autoritet znači kompetenciju.

Nijedna od tih pretpostavki ne važi 2026. Današnja kuhinja je manja, brža, raznovrsnija i konkuriše svakoj drugoj industriji za iste mlade radnike. A mi i dalje unapređujemo po stažu umesto po veštini. I dalje obučavamo osmozom umesto strukturom. I dalje merimo posvećenost u odranim satima umesto u kvalitetu isporučenog rada.

Escoffier nam je dao brigadu. Ono što nam nije mogao dati je sistem za razvoj ljudi — jer su u njegovom dobu ljudi bili zamenjivi. U našem — nisu.

03 — Mit

Strast nije sistem

Postoji uporan mit u ugostiteljskoj industriji da je rešenje krize radne snage „naći ljude sa strašću." Kao da je strast resurs koji se iskopava.

Strast je posledica, ne preduslov. Ljudi postaju strastveni prema poslu koji im daje osećaj kompetencije, napretka i pripadnosti. Ne regrutujete strast — vi stvarate uslove za nju.

Ovo sam video mnogo puta u sopstvenom radu. Kuvar dolazi nemotivisan, neangažovan, već razmišlja o odlasku. Date mu jasnu ulogu. Pokažete mu tačno šta se očekuje ove nedelje. Obučite ga na jednoj specifičnoj tehnici dok je ne savlada. Pustite ga da kalkuliše jelo i vidi gde je marža. Za tri meseca, ista osoba dolazi ranije, postavlja pitanja, predlaže poboljšanja. Nisu pronašli strast — pronašli su strukturu. A struktura im je dala razlog da mare.

Suprotno je jednako istinito. Video sam talentovane, energične mlade kuvare — ljude koji su ušli u kuhinju sa iskrenim uzbuđenjem — da izgore za godinu dana jer okruženje nije nudilo strukturu, povratnu informaciju, ni napredovanje. Nije im nedostajala strast. Nedostajao im je sistem vredan njihovog truda.

A ti uslovi su strukturalni:

Jasan okvir gde kuvar zna šta se od njega očekuje danas, ove nedelje, ovog meseca.
Sistem obuke koji čini veštine prenosivim a napredovanje merljivim.
Kuhinja gde su pravila eksplicitna — ne nepisani kodovi koje sprovodi ko god se desi da je najglasniji.
Okruženje gde je rad težak, ali ta težina ima svrhu i pravac.

04 — Promena

Kako izgleda moderan kuhinjski sistem

Modernizacija kuhinje ne znači kupovinu nove opreme ili redizajn menija. Znači rekonstrukciju operativne logike — nevidljive strukture koja određuje kako tim funkcioniše pod pritiskom.

U AsketCuisine metodologiji, ova operativna logika je izgrađena na dva stuba: sedam uloga i sedam osi. Uloge definišu ko šta radi i zašto. Ose definišu šta kuhinjski profesionalac zaista postaje dok se razvija. Zajedno, one zamenjuju maglovitu, nasleđenu hijerarhiju brigade nečim preciznim, merljivim i — ključno — naučivim.

04.1

Definisane uloge, ne samo pozicije

U tradicionalnoj kuhinji, „kuvar na liniji" je titula. Ne govori vam ništa o tome šta ta osoba zaista radi, za šta je odgovorna, ni kuda ide. Dva kuvara na liniji mogu raditi rame uz rame godinama sa potpuno različitim pretpostavkama o svojoj ulozi.

U AsketCuisine sistemu operišemo sa sedam uloga — Framer, Anchor, Binder, Firekeeper, Sharpener, Weaver, Architect — svaka nosi specifičnu operativnu silu. Framer gradi temelj: mise en place, izvršenje recepata, disciplina pripreme. Anchor drži kuhinju stabilnom pod pritiskom: tehničko majstorstvo, fleksibilnost stanica. Binder povezuje kuhinju sa dobavljačima, sezonama, kvalitetom sirovina. Firekeeper transformiše namirnice i upravlja ekonomijom. Sharpener održava standarde kvaliteta i identifikuje skretanja. Weaver koordiniše tajming servisa i premošćuje kuhinju i salu. Architect drži viziju i razvija ljude.

Kada su uloge definisane, konflikti se smanjuju. Kuvar koji tačno zna šta je njegov posao — i šta nije — prestaje da nagađa, prestaje da prelazi granice, prestaje da se povlači. Jasnoća je najnedocenjeniji alat u upravljanju kuhinjom. A kada se konflikti smanje, retencija raste. Ljudi ne napuštaju posao gde se osećaju kompetentno i jasno. Napuštaju posao gde se osećaju zbunjeno i nevredno.

04.2

Dokumentovani standardi, ne plemensko znanje

Svaki recept treba da bude dokumentovan sa punim kalkulacijama kala, procedurama pripreme, specifikacijama platiranja i oznakama alergena. Svaki proces — od prijema robe do zatvaranja kuhinje — treba da ima pisani protokol. Ovo nije birokratija. Ovo je razlika između kuhinje koja zavisi od specifičnih ljudi i kuhinje koja zavisi od sistema.

Kada je iskusni kuvar bolestan, može li kuhinja da funkcioniše? Kada sous chef ide na odmor, pada li kvalitet? Ako je odgovor na bilo koje od ovih pitanja da, kuhinja nema sistem — ima zavisnost. A zavisnosti su krhke.

Dokumentacija radi još nešto: daje mlađim kuvarima put ka samousavršavanju. Kada je standard zapisan, kuvar može da ga proučava, vežba, meri sebe u odnosu na njega. Kada standard živi samo u nečijoj glavi, mlađi kuvar je trajno zavisan od dostupnosti i raspoloženja te osobe.

04.3

Obuka kao investicija, ne trošak

Najčešći odgovor koji čujem kada predložim strukturisanu obuku je: „Nemamo vremena." Ovo je tačno obrnuto. Nemate vremena upravo zato što ne obučavate. Neobučeno osoblje pravi greške, radi sporije, zahteva stalni nadzor i odlazi u roku od meseci — stvarajući ciklus zapošljavanja i ponovnog zapošljavanja koji košta daleko više od bilo kog programa obuke.

Strukturisana obuka znači: posmatranje, procena, ciljani razvoj veština i praćenje. Znači alociranje stvarnih sati — ne teorijskih sati, ne „kad bude miran dan" sati — za izgradnju kompetencije. Znači da šef kuhinje provede dva sata ove nedelje učeći kuvara kako pravilno da rastavi jagnjeću plećku, umesto da to radi sam po petnaesti put dok kuvar gleda iz daljine.

Povrat investicije u obuku u kuhinjama je neposredan i merljiv: manje grešaka, brže izvršenje, niži food cost, veća retencija. Kuvar koji je pravilno obučen za stanicu može je samostalno voditi za nedelju dana. Kuvar koji je prepušten da sam shvati može da mu treba mesecima — a greške uzput koštaju realan novac.

04.4

Transparentnost troškova, ne samo komande

Kada kuvar razume da jagnjeća plećka koju čisti ima 30% kala, i da svakih 10 grama otpada košta biznis realan novac — on čisti drugačije. Kada kuvar na liniji zna da je ciljani food cost za večerašnji servis 28%, i može da vidi stvarni broj u realnom vremenu — on platira drugačije.

Većina kuhinja krije svoju ekonomiju od tima. Šef zna food cost. Možda sous chef. Niko drugi. Ovo stvara bizarnu situaciju gde 80% tima — ljudi koji fizički rukuju svakom namirnicom — nema razumevanje finansijske posledice svog rada.

Učiti kuvara da razmišlja u troškovima ne znači činiti ga anksioznim. Znači činiti ga kompletnim. Kuvar koji razume food cost, kalo, maržu i otpad nije samo kuvar — on je operater. A operateri su retki, vredni i teško zamenjivi. Što znači da se bolje plaćaju, brže napreduju i bolje tretiraju. Ekonomija transparentnosti nije dobra samo za biznis — dobra je i za kuvara.

05 — Prilika

Zašto je ovaj trenutak važan

Kriza radne snage je realna i neće nestati. Sama demografija to garantuje: radno sposobna populacija Evrope se smanjuje. Imigracija, iako delimično rešenje, donosi sopstvene izazove integracije i obuke. Fond raspoložive kuhinjske radne snage biće manji 2030. nego danas.

Ali unutar ove krize leži prilika: kuhinje koje se modernizuju prve privući će najbolje ljude. Ne zato što su najmodernije, nego zato što su strukturalno najzdravije. Na tržištu gde se svaka kuhinja takmči za isti mali bazen talenata, kuhinja koja nudi jasnoću, napredovanje i dostojanstvo će pobediti.

Mladi ljudi nisu lenji. Oni su selektivni. I treba da budu. Generacija koja pita „Šta ovde učim? Kuda ovo vodi? Da li me poštuju?" nije umišljena — ona je racionalna. Kuhinje koje mogu iskreno da odgovore na ta pitanja neće imati problema da nađu ljude.

One koje ne mogu nastaviće da imaju isti razgovor svakog meseca: „Ne mogu da nađem ljude."

Budućnost kuhinje nisu glasniji šefovi. To su bolji sistemi. A bolji sistemi grade bolje kuvare — koji ostaju duže, uče brže i mare više. Jer konačno imaju nešto za šta vredi marati.

To je ono čime se bavimo u AsketCuisine. Ne snabdevamo kuhinje osobljem. Gradimo sisteme koji čine da osoblje želi da ostane. Ako vaša kuhinja ima poteškoće da pronađe i zadrži dobre ljude, odgovor nisu glasniji oglasi za posao — to je bolji operativni sistem. Počnite sa metodologijom.

Nenad Živković

Chef · Hospitality Consultant · AsketCuisine