TR Food and Beverage Services NC III

TRAINING
REGULATIONS
FOOD AND BEVERAGE

SERVICES NC III
TOURISM SECTOR
(HOTEL AND RESTAURANT)
TECHNICAL EDUCATION AND SKILLS DEVELOPMENT
AUTHORITY
East Service Road, South Superhighway, Taguig City, Metro Manila
TABLE OF CONTENTS
TOURISM SECTOR
(HOTEL AND RESTAURANT)
FOOD AND BEVERAGE SERVICES NC III
Page No.
SECTION 1 FOOD & BEVERAGE SERVICES NC III QUALIFICATION

SECTION 2 COMPETENCY STANDARDS
Basic Competencies
Common Competencies
Core Competencies
2 - 17
18 - 29
30 - 38
SECTION 3 TRAINING STANDARDS

3.1
3.2
3.3
3.4
3.5
3.6
3.7
Curriculum Design
Training Delivery
Trainee Entry Requirements
List of Tools, Equipment and Materials
Training Facilities
Trainers Qualifications
Institutional Assessment
SECTION 4 NATIONAL ASSESSMENT AND

CERTIFICATION ARRANGEMENTS
COMPETENCY MAP
ACKNOWLEDGEMENTS
39 - 42
43
44
44- 45
46
46
46
47
48 - 49
TRAINING REGULATIONS FOR

SECTION 1 FOOD AND BEVERAGE SERVICES NC III QUALIFICATION
The FOOD AND BEVERAGE SERVICES NC III Qualification consists of
competencies that a person must achieve to deliver and supervise food and beverage
service operations in various food and beverage service facilities.
This Qualification is packaged from the competency map of the Tourism Sector
(Hotel and Restaurant) as shown in Annex A.
The Units of Competency comprising this Qualification include the following:
CODE NO.
BASIC COMPETENCIES
500311109
500311110
500311111
500311112
500311113
500311114
Lead workplace communication

Lead small teams
Develop and practice negotiation skills
Solve problems related to work activities
Use mathematical concepts and techniques
Use relevant technologies
CODE NO.
COMMON COMPETENCIES
TRS311206
TRS311207
TRS311208
TRS311209
Roster staff
Control and order stock
Train small groups
Establish and conduct business relationships
CODE NO.
CORE COMPETENCIES
TRS512393
TRS512394
TRS512395
Direct and lead service team in the dining area/restaurant

Oversee dining area operations
Oversee banquet and/or catering function
A person who has achieved this Qualification is competent to be a:
Head Waiter
Captain Waiter
Host / Hostess
Banquet Head Waiter
FOOD AND BEVERAGE SERVICE NCIII (Amended)
Promulgated December 2013
SECTION 2 COMPETENCY STANDARDS

This section details the contents of the basic, common and core units of
competency required in FOOD AND BEVERAGE SERVICES NC III.
BASIC COMPETENCIES
UNIT OF COMPETENCY :
LEAD WORKPLACE COMMUNICATION
UNIT CODE
500311109
UNIT DESCRIPTOR
This unit covers the knowledge, skills and attitudes

required to lead in the dissemination and discussion of
ideas, information and issues in the workplace.
PERFORMANCE CRITERIA
ELEMENT
1. Communicate
information about
workplace processes
Italicized terms are elaborated in the Range of Variables
1.1
1.2
1.3
1.4
1.5
1.6
1.7
2. Lead workplace
discussions
2.1
2.2
2.3
2.4
3. Identify and
communicate issues
arising in the
workplace
3.1
3.2
3.3
3.4
Appropriate communication method is selected

Multiple operations involving several topics areas are
communicated accordingly
Questions are used to gain extra information
Correct sources of information are identified
Information is selected and organized correctly
Verbal and written reporting is undertaken when required
Communication skills are maintained in all situations
Response to workplace issues is sought
Response to workplace issues is provided immediately
Constructive contributions are made to workplace
discussions on such issues as production, quality and
safety
Goals/objectives and action plan undertaken in the
workplace are communicated
Issues and problems are identified as they arise
Information regarding problems and issues are
organized coherently to ensure clear and effective
communication
Dialogue is initiated with appropriate personnel.
Communication problems and issues are raised as they
arise
RANGE OF VARIABLES
VARIABLE
1. Methods of
communication
RANGE
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8
Non-verbal gestures
Verbal
Face to face
Two-way radio
Speaking to groups
Using telephone
Written
Internet
EVIDENCE GUIDE
1. Critical aspects of
competency
Assessment requires evidence that the candidate:

1.1
Dealt with a range of communication/information at one
time
1.2
Made constructive contributions in workplace issues.
1.3
Sought workplace issues effectively
1.4
Responded to workplace issues promptly
1.5
Presented information clearly and effectively written form
1.6
Used appropriate sources of information
1.7
Asked appropriate questions
1.8
Provided accurate information
2. Required knowledge
and attitudes
2.1
3. Required skills
3.1
3.2
3.3
3.4
4. Resource implications
The following resources MUST be provided:

4.1
Variety of Information
4.2
Communication tools
4.3
Simulated workplace
2.2
Organization requirements for written and electronic

communication methods
Effective verbal communication methods
Organize information
Understand and convey intended meaning
Participate in variety of workplace discussions
Comply with organization requirements for the use of
written and electronic communication methods
5. Method of assessment Competency MUST be assessed through:

5.1
Direct Observation with questioning
5.2
Interview
6. Context of assessment6.1
6.2
Competency may be assessed in the workplace or in

simulated workplace environment
Assessment shall be observed while task are being
undertaken whether individually or in-group
LEAD SMALL TEAMS
UNIT CODE
500311110
UNIT DESCRIPTOR
This unit covers the knowledge, skills and attitudes to lead

small teams including setting and maintaining team and
individual performance standards.
ELEMENT
1. Provide team
leadership
1.1
1.2
1.3
2. Assign
responsibilities
2.1
2.2
3. Set performance
3.1
expectations for team
members
3.2
3.3
4. Supervise team
performance
4.1
4.2
4.3
4.4
4.5
4.6
4.7
Work requirements are identified and presented to

team members.
Reasons for instructions and requirements are
communicated to team members.
Team members queries and concerns are
recognized, discussed and dealt with.
Duties, and responsibilities are allocated having regard
to the skills, knowledge and aptitude required to properly
undertake the assigned task and according to company
policy.
Duties are allocated having regard to individual
preference, domestic and personal considerations,
whenever possible.
Performance expectations are established based on
client needs and according to assignment requirements.
Performance expectations are based on individual team
member duties and area of responsibility.
Performance expectations are discussed and
disseminated to individual team members.
Monitoring of performance takes place against defined
performance criteria and/or assignment instructions and
corrective action taken if required.
Team members are provided with feedback, positive
support and advice on strategies to overcome any
deficiencies.
Performance issues which cannot be rectified or
addressed within the team are referenced to appropriate
personnel according to employer policy.
Team members are kept informed of any changes in the
priority allocated to assignments or tasks which might
impact on client/customer needs and satisfaction.
Team operations are monitored to ensure that
employer/client needs and requirements are met.
Follow-up communication is provided on all issues
affecting the team.
All relevant documentation is completed in accordance
with company procedures.
RANGE OF VARIABLES
VARIABLE
RANGE
1. Work requirements
1.1
1.2
Client Profile
Assignment instructions
2. Team members
concerns
2.1
Roster/shift details
3. Monitor performance
3.1
3.2
Formal process
Informal process
4. Feedback
4.1
4.2
Formal process
Informal process
5. Performance issues
5.1
5.2
5.3
5.4
5.5
5.6
Work output
Work quality
Team participation
Compliance with workplace protocols
Safety
Customer service
EVIDENCE GUIDE
competency

1.1
Maintained or improved individuals and/or team
performance given a variety of possible scenario
1.2
Assessed and monitored team and individual
performance against set criteria
1.3
Represented concerns of a team and individual to next
level of management or appropriate specialist and to
negotiate on their behalf
1.4
Allocated duties and responsibilities, having regard to
individuals knowledge, skills and aptitude and the
needs of the tasks to be performed
1.5
Set and communicated performance expectations for a
range of tasks and duties within the team and provided
feedback to team members
and attitudes
2.1
2.2
2.3
2.4
2.5
2.6
Company policies and procedures

Relevant legal requirements
How performance expectations are set
Methods of Monitoring Performance
Client expectations
Team members duties and responsibilities
3. Required skills
3.1
3.2
3.3
3.4
Communication skills required for leading teams

Informal performance counseling skills
Team building skills
Negotiating skills
4. Resource
implications

4.1
Access to relevant workplace or appropriately simulated
environment where assessment can take place
4.2
Materials relevant to the proposed activity or task
5. Method of
assessment
Competency may be assessed through:

5.1
Direct observations of work activities of the individual
member in relation to the work activities of the group
5.2
Observation of simulation and/or role play involving the
participation of individual member to the attainment of
organizational goal
5.3
Case studies and scenarios as a basis for discussion of
issues and strategies in teamwork
6. Context of
assessment
6.1
6.2
Competency assessment may occur in workplace or any

appropriately simulated environment.
Assessment shall be observed while task are being
undertaken whether individually or in-group.
DEVELOP AND PRACTICE NEGOTIATION SKILLS
UNIT CODE
500311111
UNIT DESCRIPTOR
This unit covers the skills, knowledge and attitudes

required to collect information in order to negotiate to a
desired outcome and participate in the negotiation.
ELEMENT
1. Plan negotiations
1.1
1.2
1.3
1.4
1.5
2. Participate in
negotiations
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
Information on preparing for negotiation is identified

and included in the plan
Information on creating non verbal environments for
positive negotiating is identified and included in the plan
Information on active listening is identified and included
in the plan
Information on different questioning techniques is
identified and included in the plan
Information is checked to ensure it is correct and up-todate
Criteria for successful outcome are agreed upon by all
parties
Desired outcome of all parties are considered.
Appropriate language is used throughout the negotiation
A variety of questioning techniques are used.
The issues and processes are documented and agreed
upon by all parties
Possible solutions are discussed and their viability
assessed
Areas for agreement are confirmed and recorded
Follow-up action is agreed upon by all parties
RANGE OF VARIABLES
VARIABLE
1. Preparing for
negotiation
RANGE
1.1
1.2
1.3
1.4
1.5
1.6
Background information on other parties to the

negotiation
Good understanding of topic to be negotiated
Clear understanding of desired outcome/s
Personal attributes
1.4.1 self awareness
1.4.2 self esteem
1.4.3 objectivity
1.4.4 empathy
1.4.5 respect for others
Interpersonal skills
1.5.1 listening/reflecting
1.5.2 non verbal communication
1.5.3 assertiveness
1.5.4 behavior labeling
1.5.5 testing understanding
1.5.6 seeking information
1.5.7 self disclosing
Analytic skills
1.6.1 observing differences between content and
process
1.6.2 identifying bargaining information
1.6.3 applying strategies to manage process
1.6.4 applying steps in negotiating process
1.6.5 strategies to manage conflict
1.6.6 steps in negotiating process
1.6.7 options within organization and externally for
resolving conflict
2. Non verbal
environments
2.1
2.2
2.3
2.4
Friendly reception
Warm and welcoming room
Refreshments offered
Lead in conversation before negotiation begins
3. Active listening
3.1
3.2
3.3
3.4
3.5
Attentive
Dont interrupt
Good posture
Maintain eye contact
Reflective listening
4. Questioning
techniques
4.1
4.2
4.3
Direct
Indirect
Open-ended
EVIDENCE GUIDE
competency

1.1 Demonstrated sufficient knowledge of the factors
influencing negotiation to achieve agreed outcome.
1.2 Participated in negotiation with at least one person to
achieve an agreed outcome.
and attitudes
2.1
2.2
2.3
2.5
2.6
Codes of practice and guidelines for the organization

Organizations policy and procedures for negotiations
Decision making and conflict resolution strategies
procedures
Problem solving strategies on how to deal with
unexpected questions and attitudes during negotiation
Flexibility
Empathy
3. Required skills
3.1
3.2
3.3
3.4
Interpersonal skills to develop rapport with other parties

Communication skills (verbal and listening)
Observation skills
Negotiation skills
4. Resource
implications

4.1
Room with facilities necessary for the negotiation
process
4.2
Human resources (negotiators)
5. Method of
assessment

5.1
Observation/demonstration and questioning
5.2
Portfolio assessment
5.3
Oral and written questioning
5.4
Third party report
6. Context of
assessment
6.1
2.4
Competency to be assessed in real work environment or

in a simulated workplace setting.
SOLVE PROBLEMS RELATED TO WORK ACTIVITIES
UNIT CODE
500311112
UNIT DESCRIPTOR
This unit of covers the knowledge, skills and attitudes

required to solve problems in the workplace including the
application of problem solving techniques and to determine
and resolve the root cause of problems.
ELEMENT
1. Identify the problem
1.1
1.2
1.3
2. Determine
fundamental causes
of the problem
2.1
2.2
2.3
3. Determine corrective
action
3.1
3.2
3.3
3.4
4. Provide
recommendation/s to
manager
4.1
4.2
4.3
Variances are identified from normal operating

parameters; and product quality.
Extent, cause and nature are of the problem are defined
through observation, investigation and analytical
techniques.
Problems are clearly stated and specified.
Possible causes are identified based on experience and
the use of problem solving tools / analytical techniques.
Possible cause statements are developed based on
findings.
Fundamental causes are identified per results of
investigation conducted.
All possible options are considered for resolution of the
problem.
Strengths and weaknesses of possible options are
considered.
Corrective actions are determined to resolve the problem
and possible future causes.
Action plans are developed identifying measurable
objectives, resource needs and timelines in accordance
with safety and operating procedures.
Report on recommendations is prepared.
Recommendations are presented to appropriate
personnel.
Recommendations are followed-up, if required.
10
RANGE OF VARIABLES
VARIABLE
1. Analytical
techniques
RANGE
1.1
1.2
1.3
1.4
1.5
1.6
1.7
Brainstorming
Intuitions/Logic
Cause and effect diagrams
Pareto analysis
SWOT analysis
Gant chart, Pert CPM and graphs
Scatter grams
2. Problem
2.1
2.2
2.3
2.4
Non routine process and quality problems

Equipment selection, availability and failure
Teamwork and work allocation problem
Safety and emergency situations and incidents
3. Action plans
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
Priority requirements
Measurable objectives
Resource requirements
Timelines
Co-ordination and feedback requirements
Safety requirements
Risk assessment
Environmental requirements
11
EVIDENCE GUIDE
competency
and attitudes
3. Required skills
4. Resource
implications
5. Method of
assessment
6. Context of
assessment

1.1
Identified the problem.
1.2
Determined the fundamental causes of the problem.
1.3
Determined the correct / preventive action.
1.4
Provided recommendation to manager.
These aspects may be best assessed using a range of
scenarios / case studies / what ifs as a stimulus with a
walk through forming part of the response. These
assessment activities should include a range of
problems, including new, unusual and improbable
situations that may have happened.
2.1 Competence includes a thorough knowledge and
understanding of the process, normal operating
parameters, and product quality to recognize nonstandard situations
2.2 Competence to include the ability to apply and explain,
sufficient for the identification of fundamental cause,
determining the corrective action and provision of
recommendations
2.2.1 Relevant equipment and operational processes
2.2.2 Enterprise goals, targets and measures
2.2.3 Enterprise quality, OHS and environmental
requirement
2.2.4 Principles of decision making strategies and
techniques
2.2.5 Enterprise information systems and data collation
2.2.6 Industry codes and standards
3.1
Using range of formal problem solving techniques
3.2
Identifying and clarifying the nature of the problem
3.3
Devising the best solution
3.4
Evaluating the solution
3.5
Implementation of a developed plan to rectify the
problem
4.1
Assessment will require access to an operating plant
over an extended period of time, or a suitable method of
gathering evidence of operating ability over a range of
situations. A bank of scenarios / case studies / what ifs
will be required as well as bank of questions which will
be used to probe the reason behind the observable
action.
5.1
Case studies on solving problems in the workplace
5.2
Observation
The unit will be assessed in a holistic manner as is
practical and may be integrated with the assessment of
other relevant units of competency. Assessment will
occur over a range of situations, which will include
disruptions to normal, smooth operation. Simulation may
be required to allow for timely assessment of parts of
this unit of competency. Simulation should be based on
the actual workplace and will include walk through of the
relevant competency components.
6.1
In all workplace, it may be appropriate to assess this unit
concurrently with relevant teamwork or operation units.
12
USE MATHEMATICAL CONCEPTS AND TECHNIQUES
UNIT CODE
500311113
UNIT DESCRIPTOR
This unit covers the knowledge, skills and attitudes required

in the application of mathematical concepts and
techniques.
ELEMENT
1. Identify mathematical
tools and techniques
to solve problem
1.1
1.2
Problem areas are identified based on given condition

Mathematical techniques are selected based on the
given problem
2. Apply mathematical
procedure/solution
2.1
Mathematical techniques are applied based on the

problem identified
Mathematical computations are performed to the level of
accuracy required for the problem
Results of mathematical computation is determined and
verified based on job requirements
2.2
2.3
3. Analyze results
3.1
3.2
Result of application is reviewed based on expected and

required specifications and outcome
Appropriate action is applied in case of error
13
RANGE OF VARIABLES
VARIABLE
RANGE
1. Mathematical
techniques
May include but are not limited to:

1.1
Four fundamental operations
Measurements
1.2
Use/Conversion of units of measurements
1.3
Use of standard formulas
2. Appropriate action
2.1
2.2
Review in the use of mathematical techniques (e.g.

recalculation, re-modeling)
Report error to immediate superior for proper action
EVIDENCE GUIDE
competency

1.1
Identified, applied and reviewed the use of mathematical
concepts and techniques to workplace problems
and attitudes
2.1
2.2
2.3
2.4
Fundamental operation (addition, subtraction, division,

multiplication)
Measurement system
Precision and accuracy
Basic measuring tools/devices
3. Required skills
3.1
3.2
3.3
Applying mathematical computations

Using calculator
Using different measuring tools
4. Resource
implications

4.1
Calculator
4.2
Basic measuring tools
4.3
Case Problems
5. Method of
assessment

5.1
Authenticated portfolio
5.2
Written Test
5.3
Interview/Oral Questioning
5.4
Demonstration with questioning
6. Context of
Assessment
6.1
Competency may be assessed in the work place or in a

simulated work place setting
14
USE RELEVANT TECHNOLOGIES
UNIT CODE
500311114
UNIT DESCRIPTOR
This unit of competency covers the knowledge, skills, and

attitude required in selecting, sourcing and applying
appropriate and affordable technologies in the workplace.
ELEMENT
1. Study/select
appropriate
technology
1.1
2. Apply relevant
technology
2.1
1.2.
2.2
2.3
3. Maintain/enhance
relevant technology
3.1
3.2
3.3
Usage of different technologies is determined based on

job requirements
Appropriate technology is selected as per work
specification
Relevant technology is effectively used in carrying out
function
Applicable software and hardware are used as per task
requirement
Management concepts are observed and practiced as
per established industry practices
Maintenance of technology is applied in accordance with
the industry standard operating procedure,
manufacturers operating guidelines and
occupational health and safety procedure to ensure
its operative ability
Updating of technology is maintained through continuing
education or training in accordance with job requirement
Technology failure/ defect is immediately reported to the
concern/responsible person or section for appropriate
action
15
RANGE OF VARIABLES
VARIABLE
RANGE
1. Technology
May include but are not limited to:

1.1
Office technology
1.2
Industrial technology
1.3
System technology
1.4
Information technology
1.5
Training technology
2. Management
concepts
May include but not limited to:

2.1
Real Time Management
2.2
KAIZEN or continuous improvement
2.3
5S
2.4
Total Quality Management
2.5
Other management/productivity tools
3. Industry standard
operating procedure
3.1
3.2
Written guidelines relative to the usage of office

technology/equipment
Verbal advise/instruction from the co-worker
4. Manufacturers
operating guidelines/
instructions
4.1
5. Occupational health
and safety
procedure
5.1
5.2
Relevant statutes on OHS

Company guidelines in using technology/equipment
6. Appropriate action
6.1
6.2
Implementing preventive maintenance schedule

Coordinating with manufacturers technician
4.2
4.3
Written instruction/manuals of specific

technology/equipment
General instruction manual
Verbal advise from manufacturer relative to the operation
of equipment
16
EVIDENCE GUIDE
competency

1.1
Studied and selected appropriate technology consistent
with work requirements
1.2
Applied relevant technology
1.3
Maintained and enhanced operative ability of relevant
technology
and attitudes
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
2.9
Awareness on technology and its function

Repair and maintenance procedure
Operating instructions
Applicable software
Communication techniques
Health and safety procedure
Company policy in relation to relevant technology
Different management concepts
Technology adaptability
3. Required skills
3.1
3.2
3.3
3.4
Relevant technology application/implementation

Basic communication skills
Software applications skills
Basic troubleshooting skills
4. Resource
implications

4.1
Relevant technology
4.2
Interview and demonstration questionnaires
4.3
Assessment packages
5. Method of
assessment

5.1
Interview
5.2
Actual demonstration
5.3
Authenticated portfolio (related certificates of
training/seminar)
6. Context of
assessment
6.1
Competency may be assessed in actual workplace or

simulated environment
17
TESDA-SOP-QSO-01-F08
COMMON COMPETENCIES
ROSTER STAFF
UNIT CODE
TRS5311206
UNIT DESCRIPTOR
This unit covers the knowledge, skills, behavior and

motivations required to develop staff rosters. This role may
be carried out by operational supervisors and managers.
ELEMENT
Bold and italicized terms are elaborated in the Range of Variables
1. Develop and
implement staff
rosters
1.1 Rosters are developed in accordance with company

agreements and wage budgets.
1.2 Operational efficiency and customer service levels are
maximized while wage costs are minimized in roster
development.
1.3 Duties are combined where appropriate to ensure
effective use of staff.
1.4 The available skills base is utilized appropriately to roster
the most effective mix of staff and to meet different
operational requirements.
1.5 Rosters are presented in required formats to ensure
clarity of information in accordance with company
standards.
1.6 Rosters are communicated to appropriate colleagues
within designated timelines.
2. Maintain staff records
2.1 Time sheets and other documentation are completed

accurately and within designated timelines.
2.2 Staff records are updated accurately and maintained or
stored in accordance with establishment procedures.
18
RANGE OF VARIABLES
VARIABLE
RANGE
Rosters
May include :
1.1 An individual department
1.2 A whole establishment
1.3 A specific project
2. Company
agreements
May include:
2.1 Number of hours worked in a given shift
2.2 Overall number of hours allocated to different staff
members
2.3 Breaks between shifts
2.4 Nature of duties allocated
2.5 Use of permanent or casual staff
19
EVIDENCE GUIDE
competency

1.1
Demonstrated knowledge and understanding of the
factors and issues which impact upon staff rostering
1.2
Demonstrated familiarity with typical formats and the
key information to be included
1.3
Demonstrated the ability to prepare staff rosters which
meet wage budgets and which provide a level of
staffing sufficient to ensure the delivery of high quality
customer service.
2. Required
knowledge
2.1
2.2
2.3
2.4
The role of rosters and their importance in controlling

staff costs
Factors to be considered when developing rosters
Formats for the presentation of staff rosters and details
to be included
Knowledge on area of operation for which roster is
being developed.
3. Required skills
3.1
3.2
4. Resource
implications
The following resources should be provided:

4.1 Project or work activities which allow the candidate to
prepare rosters for a workplace and to evaluate their
cost efficiency and operational effectiveness against
nominated standards
4.2 Preparation of more than one roster to meet the staffing
requirements of more than one operational situation
5. Methods of
assessment
Competency in this unit may be assessed through:

5.1 Evaluation of the staffing costs and service levels at an
event for which the candidate has prepared rosters
5.2 Oral or written questions to assess knowledge of specific
factors which affect the design of rosters
5.3 Review of portfolios of evidence and third party
workplace reports of on-the-job performance by the
candidate
6. Context for
assessment
6.1
6.2
Organize information
Prepare staff rosters
Competency may be assessed in the workplace or in

simulated workplace environment
Assessment shall be observed while tasks are being
undertaken whether individually or in a group
20
CONTROL AND ORDER STOCK
UNIT CODE
TRS311207
UNIT DESCRIPTOR
This unit covers the knowledge, skills, behavior and

motivations required to control and order stock in a range of
hospitality establishments. This role is generally carried out
by supervisors and team leaders.
ELEMENT
1. Maintain stock levels
and records
2. Process stock orders
3. Minimize stock
losses
4. Follow-up orders
5. Organize and
administer stocks
1.1 Stock levels are monitored and maintained according to

company requirements.
1.2 Stock security is monitored and systems are adjusted as
required.
1.3 Stock reorder cycles are monitored and adjusted as
required.
1.4 Colleagues are informed of their individual responsibilities
in regard to the reordering of stock.
1.5 Records of stock storage and movement are maintained in
accordance with company procedures.
1.6 Stock performance is monitored and fast/slow-selling items
are identified and reported in accordance with company
procedures.
2.1 Orders for stock are processed accurately and in
accordance with company procedures.
2.2 Stock levels are maintained and recorded ensuring
information is complete, correct and current.
2.3 Incoming stock is checked against purchase and supply
agreements and all necessary details are recorded.
3.1 Stock losses are identified and recorded according to
company procedures.
3.2 Losses are reported in accordance with company
procedures.
3.3 Avoidable losses are identified and reasons behind these
losses are established.
3.4 Solutions to loss situations are recommended and related
procedures are implemented to prevent future avoidable
losses.
4.1 The delivery process is monitored to ensure agreed
deadlines are met.
4.2 Continuity of supply is ensured by liaising with colleagues
and suppliers.
4.3 Routine supply problems are followed up or referred to the
appropriate person in accordance with company policy.
4.4 Stock is distributed to agreed locations.
5.1 Stocks are organized at appropriate intervals according to
company policy and procedures.
5.2 Stocktaking responsibilities are allocated to staff.
5.3 Accurate stock reports are produced within designated
timelines.
21
RANGE OF VARIABLES
VARIABLE
RANGE
1. Stock
May include:
1.1 Food
1.2 Beverages
1.3 Equipment such as maintenance and cleaning equipment,
office equipment
1.4 Linen
1.5 Stationery
1.6 Brochures and promotional materials
1.7 Cleaning supplies and chemicals
1.8 Vouchers and tickets
1.9 Souvenir products
2. Stock losses
May include:
2.1 Lack of rotation leading to product deterioration
2.2 Inappropriate storage conditions
2.3 Access by pests or vermin
2.4 Theft
2.5 Overstocking
22
EVIDENCE GUIDE
competency

1.1 Demonstrated the ability to maintain continuous stock
supply within a specific hospitality industry environment
1.2 Demonstrated the ability to meet accuracy and speed
requirements for completion and maintenance of stock
records
2.1
2.6
Stock level maintenance techniques as appropriate to the

industry sector
Typical stocktaking procedures as appropriate to the
industry sector
Stock recording systems
Stock security systems
Types of stock control documentation and systems that
may be applied in the hospitality industry
Reasons for stock loss and damage
3. Required skills
3.1
3.2
3.3
Collect, organize and analyze information

Plan and organize activities
Application of Required knowledge
4. Resource
implications

4.1 Project or work activities that allow the candidate to
demonstrate stock control and monitoring over a period of
time
4.2 Use of real stock items
4.3 Use of industry-current stock control technology or
documentation
4.4 Involvement of internal/external suppliers
5. Methods of
assessment

5.1 Review of activities undertaken by the candidate to
monitor stock for a given period of time for a specific
outlet
5.2 Written or oral questions to test knowledge of reasons for
procedures
5.3 Review of workplace reports and records related to stock
control, prepared by the candidate
5.4 Review of portfolios of evidence and third party workplace
reports of on-the-job performance by the candidate
6. Context for
Assessment
6.1
2.2
2.3
2.4
2.5
6.2
Competency assessment may occur in workplace or any

appropriately simulated environment
Assessment shall be observed while tasks are being
undertaken whether individually or in a group
23
TRAIN SMALL GROUPS
UNIT CODE
TRS311208
UNIT DESCRIPTOR
This unit covers the requirements for planning, delivering

and reviewing training provided for the purposes of
developing competency on a one-to-one or small group
basis.
ELEMENT
1. Prepare for trainings
1.1 Specific training needs are identified and confirmed

through consultation with appropriate personnel.
1.2 Training objectives are matched to identify to identify
competency development needs.
1.3 Training approaches are planned and documented.
2. Deliver training
2.1 Training is conducted in a safe and accessible
environment.
2.2 Training delivery methods appropriate to the
participant(s) needs, trainer availability, location and

resources are selected.
2.3 Strategies and techniques which facilitate the learning
process are employed.
2.4 Training objectives, sequence of activities and assessment
processes are discussed with training participant(s).
2.5 Systematic approach to training is undertaken to meet
specific needs of training participant(s).
3. Provide opportunities
for practices
3.1 Practice opportunities are provided to ensure that the

participants achieve the components of competency.
3.2 Variety of methods for encouraging learning is implemented
to meet the individual needs of participants.
4. Review training
4.1 Participants are encouraged to self evaluate performance

and areas for improvement are identified.
4.2 Participants readiness for assessment is monitored and
assistance is provided with the collection of evidence for
satisfactory performance.
4.3 Training is evaluated against objectives in the context of
self-assessment, participant feedback, supervisor
comments and measurements.
4.4 Training details are recorded according to enterprise and
legislative requirements.
4.5 Results of evaluation are utilized to guide further training.
24
RANGE OF VARIABLES
VARIABLE
RANGE
1. Training needs
May include:
1.1 Industry/enterprise or other performance competency
standards
1.2 Industry/workplace training practices
1.3 Job descriptions
1.4 Results of training needs analysis
1.5 Business plans of the organization which identify skill
development requirements
1.6 Standard operating and/or other workplace procedures
2. Appropriate
personnel
May include:
2.1 Team leaders/supervisors/technical experts
2.2 Managers/employers
2.3 Training and assessment coordinators
2.4 Training participants
2.5 Representative from government regulatory bodies
2.6 Union/employee representatives
3. Training delivery
methods
May include:
3.1 Presentations
3.2 Demonstrations
3.3 Explanations
3.4 Problem solving
3.5 Mentoring
3.6 Experiential learning
3.7 Group work
3.8 Job rotation
4. Strategies and
techniques
May include:
4.1 Active listening
4.2 Targeted questioning
4.3 Points of clarification
4.4 Group discussions
5. Components of
competency
May include:
5.1 Task skill
5.2 Task management skills
5.3 Contingency management skills
5.4 Job/role environment skills
5.5 Transfer and application of skills and knowledge of new
contents
6. Needs of
participants
Characteristics of training participants may include but not

limited to:
6.1 Cultural, language, and educational background
6.2 Gender
6.3 Physical ability
6.4 Level of confidence, nervousness or anxiety
6.5 Age
6.6 Previous experience with the topic
6.7 Experience in training and assessment
25
EVIDENCE GUIDE
competency

1.1. Demonstrated the ability to identify specific training needs
and required competency outcomes.
1.2. Demonstrated the ability to outline the training approach
and steps to be followed.
1.3. Demonstrated the ability to identify training participant(s)
and delivery method(s) to be used
1.4. Demonstrated the ability to organize and conduct the
training.
2.1 Identification of evidence of competency

2.2 Competency in the units being taught
2.3 Training delivery methods
3. Required skills
3.1 Planning and documenting training approaches

3.2 Training delivery methods
3.3 Training strategies and techniques which facilitate learning
process
3.4 Correct use of equipment and presentation skills
appropriate for the training
3.5 Communication skills (written and oral)
4. Resource
implications

4.1 Project or work activities that allow the candidate to
demonstrate planning, conducting and review of training on
a one-to-one or small group basis.
4.2 Access to records, logbooks, reports and other sources of
information about the operation and/or the personnel.
5. Methods of
assessment

5.1 Direct observation of performance in the conduct of the
training
5.2 Evaluation of the training plans and documents prepared
by the candidate
5.3 Oral or written questions to assess knowledge in training
needs analysis
6. Context for
assessment
6.1 Competency assessment may occur in workplace or any

6.2 Assessment shall be observed on multiple occasions
involving a combination of direct, indirect and
supplementary forms of evidence.
26
ESTABLISH AND CONDUCT BUSINESS

RELATIONSHIPS
UNIT CODE
TRS311209
UNIT DESCRIPTOR
This unit covers the skills and knowledge required to

manage business relationships with customers or suppliers
within a tourism or hospitality context. It focuses on the
relationship building and negotiation skills.
ELEMENT
1. Establish and
conduct business
relationships
1.1 Relationships are established in a manner that promotes

goodwill and trust between the enterprise, its customers
and suppliers.
1.2 Trust and respect are built in business relationships
through use of effective communication skills and
techniques
1.3 Opportunities to maintain regular contact with customers
and suppliers are identified and taken up.
2. Conduct negotiations
2.1 Negotiations are conducted in a business-like and

professional manner within the relevant cultural context.
2.2 Negotiations are conducted in the context of the current
enterprise marketing focus.
2.3 Benefits for all parties in the negotiation are maximized
through use of established techniques and in the context
of establishing long term relationships.
2.4 Feedback and input from colleagues are incorporated into
the negotiation.
2.5 The results of negotiations are communicated to
appropriate colleagues and stakeholders within the
appropriate timeframes.
3. Make formal
3.1 Agreements are confirmed in writing using formal contracts
business agreements
and in accordance to enterprise requirements.
3.2 Appropriate approvals for all aspects of formal agreements
are checked and obtained in accordance with enterprise
procedures.
3.3 The need for specialist advice in the development of
contracts is identified and sought where appropriate .
4. Foster and maintain
business
relationships
4.1 Information needed to maintain sound business

relationships are pro-actively sought, reviewed and acted
upon.
4.2 Agreements are honored within the scope of individual
responsibility.
4.3 Adjustments to agreements are made in consultation with
the customer/supplier and information is shared with
appropriate colleagues.
4.4 Relationships are nurtured through regular contact.
27
RANGE OF VARIABLES
VARIABLE
RANGE
1. Business
relationships
May include:
1.1 Customers
1.2 Suppliers
1.3 Government agencies
1.4 Concessionaires
2. Opportunities
May include:
2.1 Informal social occasions
2.2 Industry functions
2.3 Association membership
2.4 Co-operative promotions
2.5 Program of regular telephone contact
3. Negotiations
May include:
3.1 Corporate accounts
3.2 Service contacts
3.3 Agency agreements
3.4 Venue contracts
3.5 Rate negotiations
3.6 Marketing agreements
3.7 Preferred product agreements
4. Techniques
May include :
4.1 Identification of goals, limits
4.2 Clarification of needs of all parties
4.3 Identifying points of agreement and points of difference
4.4 Preparatory research of facts
4.5 Active listening and questioning
4.6 Non-verbal communication techniques
4.7 Appropriate language
4.8 Bargaining
4.9 Developing options
4.10 Confirming agreements
4.11 Appropriate cultural behavior
28
EVIDENCE GUIDE
competency

1.1 Demonstrated the ability to conduct successfully business
negotiations
1.2 Demonstrated the ability to build and maintain relationships
o achieve successful business outcomes
1.3 Demonstrated the knowledge and understanding of the
current environment and major industry issues in which
tourism and/or hospitality businesses operate.
2.1
2.2
2.3
3. Required skills
3.1
3.2
3.3
Business environment including major industry issues in

which the tourism and hospitality industry operates.
Legal issues that affect negotiations and contracts
General knowledge about contracts.
Negotiation and communication techniques appropriate to
negotiations.
Interpersonal skills
Mathematical skills i.e. calculating profit margins for the
contract
4. Resource
implications

4.1 Project or work activities conducted over a period of time so
that all aspects of the unit can be assessed.
4.2 Relationship-building and negotiation activities with a
range of individuals with whom the candidate has an
actual or potential business relationship.
5. Methods of
assessment

5.1 Evaluation of negotiation and business relationships or
agreements conducted or made by the candidate
5.2 Evaluation of reports prepared by the candidate detailing
how the negotiation aspects of a project were managed.
5.3 Case studies to assess application of knowledge to
business situations.
6. Context for
assessment
6.1 Competency assessment may occur in workplace or any

6.2 Assessment shall be observed on multiple occasions
involving a combination of direct, indirect and
supplementary forms of evidence.
29
CORE COMPETENCIES
DIRECT AND LEAD SERVICE TEAM IN THE DINING

AREA/RESTUARANT
UNIT CODE
TRS512393
UNIT DESCRIPTOR
This unit covers the knowledge and skills required in

supervising and coordinating the activities of food service
staff on their work shift in an outlet or restaurant to ensure
fast and efficient food service to the guests. This includes
food service duties as well as monitoring the entire food
service process.
ELEMENT
1. Supervise preopening preparations
1.1
1.2
1.3
1.4
Guest reservations are monitored and table assignment

allocations are ensured.
Waiter service stations are inspected for completeness in
stocks and supplies.
Tables are rechecked for accuracy in setting.
Cleanliness of the dining area/restaurant is checked
according to standards of the establishment.
2. Oversee food and

beverage service in
the dining area
2.1 Standards of service are monitored throughout the day.

2.2 Service staffs are observed, ensuring quality service all the
time.
2.3 Service briefing is conducted among service staff at the
beginning of the shift.
2.4 Flow of service is coordinated with the kitchen.
2.5 Quality is controlled and ensured in all service areas.
2.6 Guest concerns are communicated to the chef and the
kitchen staff.
2.7 Assistance in service is provided during peak hours or
busy periods.
2.8 Guest concerns and complaints are resolved to the
satisfaction of the guest.
3. Perform specialized
dining room service
3.1
3.2
3.3
Specialized dining room service is carried out

efficiently in accordance with the standards of the
establishment.
Gueridon or sidetable trolley is set up with proper mise
en place.
Safety precautions are taken and made certain all the
time.
30
RANGE OF VARIABLES
VARIABLE
RANGE
1. Service briefing
May include:
1.1 Table reservations
1.2 VIP guests
1.3 Daily specials, food promos
1.4 Out of stock items
1.5 Chefs recommendations
2. Assistance in service
May include:
2.1 Greeting and welcoming guests
2.2 Taking table reservations
2.3 Escorting and seating guests
2.4 Taking food and beverage orders
2.5 Serving food and beverage orders
2.6 Wine selection
3. Specialized dining
room service
May include:
3.1 Flaming or flamb service
3.2 Food carving (poultry and game etc)
3.3 Salad preparation
3.4 Deboning fish and seafoods
4. Gueridon mise en
place
May include:
4.1 All necessary: dinnerware, glassware, silverware
4.2 Service plates
4.3 Napkins
4.4 Condiments
4.5 Salt and Pepper shakers
4.6 Food ingredients
5. Safety precautions
May include:
5.1 Regular checkup of tableside stove
5.2 Fire extinguisher in place
5.3 Sufficient distance from guest tables
5.4 Correct equipment and tools used
5.5 Compliance with occupational health and safety
requirements
31
EVIDENCE GUIDE
competency

1.1
Monitored mise en place preparations
1.2
Conducted service briefings
1.3
Performed specialized dining room service
2. Required Knowledge
2.1 Mise en place preparation

2.2 Duties and responsibilities of food and beverage service
personnel
2.3 Tableware
2.4 Table set-ups
2.5 Specialized dining room service
2.6 Table service styles
2.7 Suggestive and upselling
2.8 Principles of OSHC
3. Required skills
3.1
3.2
3.3
3.4
3.5
4. Resource
Implications

4.1
carry out a range of suitably simulated practical
assessment on how to conduct service briefings
4.2
the availability of gueridon or tableside trolley
5. Methods of
Assessment
Competency in this unit may be assessed through :

5.1
Oral questions to test candidates knowledge on
Station mise-en-place; staff monitoring; ensuring
quality service in the dining area
5.2
Simulation/role play to test the candidates knowledge
and skills in conducting daily briefing and gueridon
service.
5.3
Portfolio
6. Context of
Assessment
Assessment must be conducted in

6.1
Workplace or simulated environment
6.2
TESDA accredited assessment center/venue
Table set up
Conducting service briefing
Gueridon service
Sales skills
Effective customer relation skills
32
OVERSEE DINING AREA OPERATIONS
UNIT CODE
TRS512394
UNIT DESCRIPTOR
This unit covers the knowledge and skills in overseeing and

supervising wait staff to ensure the smooth flow of service
in the dining or restaurant area. This includes scheduling
work shifts, monitoring and developing staff performance.
ELEMENT
1. Organize dining room 1.1

staff
1.2
1.3
2. Enforce policies
2.1
2.2
2.3
2.4
2.5
3. Develop dining staff
3.1
3.2
3.3
3.4
3.5
Opening and closing duties are assigned in accordance

with industry and/or enterprise standards.
Sidework and service stations are assigned in
accordance with industry and/or enterprise standards.
Duty/shift schedules are set in accordance with industry
and/or enterprise standards.
Punctuality and attendance of staff are checked in
accordance with industry and/or enterprise standards..
Standards of service are implemented and monitored in
accordance with industry and/or enterprise standards..
Food safety and risk management standards are
strictly implemented in accordance with enterprise
standards.
Employee discipline is imposed in accordance with
enterprise standards. .
Disciplinary action is recommended when applicable.
New dining staff are trained in accordance with
enterprise standards.
Deserving employees for promotion are identified.
Re-training or cross-training of regular employees are
recommended when appropriate
Performance of staff is appraised in accordance with
enterprise policies.
Employee feedback is given or conducted regularly and
in real-time if possible
33
RANGE OF VARIABLES
VARIABLE
RANGE
1.
Industry and enterprise
standards in giving
assignments
May include:
1.1 Skills level of staff
1.2 Number of tables
1.3 Seniority
1.4 Number of staff in the shift
1.5 Special (client/guest) requests
2. Food safety and

risk management
standards
May include:
2.1 Hand washing
2.2 Plate handling/Glasswares/Silverwares
2.3 Food and beverages probing
2.4 Inspection of staff during service briefing
2.5 Employee hygiene practices
2.6 Food handling
2.7 Food storage
2.8 Facility/dining room safety
3. Staff Training
May include:
3.1 Company standards
3.2 Service procedures
3.3 Policies on gratuities
3.4 Shift schedules
3.5 Interpersonal skills
3.6 Handling guest complaints
3.7 Duties and responsibilities
4. Employee
feedback
May include:
4.1 Praise
4.2 Criticisms
4.3 Employee satisfaction
4.4 Training evaluation
4.5 Compensation
34
EVIDENCE GUIDE
competency

1.1
Prepared staff schedules
1.2
Monitored employee performance
1.3
Conducted training for employees
1.4
Provided employee feedback
2. Required
Knowledge
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
2.9
3. Required Skills
3.1 Staff roster

3.2 Giving feedback
4. Resource
Implications

4.1
carry out a range of suitably simulated practical
assessment on how to monitor employee performance
4.2
the availability of forms e.g staff weekly schedules;
employee handbooks; performance appraisal
5. Methods of
Assessment

5.1
Oral questions to test candidates knowledge in the
organization of service staff in the dining area.
5.2
Simulation/role play to test the candidates knowledge
and skills in conducting performance appraisal,
disciplining erring employees, providing employee
feedback.
5.3
Portfolio
6. Context of
Assessment
Assessment must be conducted in:

6.1
Workplace or simulated work environment or
6.2
TESDA accredited assessment center/venue
Dining room set up

Staff scheduling
Food handling standards
Food storage
Employee development
Providing feedback
Performance appraisal
Risk management for facility/dining room
Technology knowledge
35
OVERSEE BANQUET AND/OR CATERING FUNCTION
UNIT CODE
TRS512395
UNIT DESCRIPTOR
This unit covers the knowledge and skills in supervising the

tasks and duties related to the proper functioning of a
banquet event. This includes banquet logistics of prefunction set up, food and beverage service and post event
clean up.
ELEMENT
1. Supervise prefunction mise- en
place
1.1
1.2
1.3
1.4
1.5
1.6
1.7
2. Oversee meal
service
2.1
2.2
2.3
2.4
2.5
3. Supervise after meal

service
3.1
3.2
3.3
4. Perform customer
relations
4.1
4.2
Adequate supplies are obtained in accordance to

event/function requirements.
Tables and chairs are set up according to event/function
requirements
Serving stations/food islands are set up in designated
locations.
Tableware are inspected for damages and cleanliness
Floor plan/ seating diagram is prepared and available for
reference of the banquet staff.
Appropriate flatware is set according to the menu.
Meetings and briefings are conducted prior to the
banquet function.
Contact with host, chef and kitchen staff is maintained all
throughout the event.
Prompt delivery of each course to every table is ensured.
Timing of service of each course of the meal is
coordinated with the kitchen, service staff and host.
Banquet staff work and pace are monitored all
throughout the meal service.
The banquet service style is implemented in accordance
with what is stipulated in the event order form or with
special arrangement with the host.
Coffee and tea service is provided upon guest request.
Banquet area break down is supervised according to
enterprise standards.
Event report is prepared after each function
Guest needs and concerns are attended promptly.
Professional demeanor of the staff is checked at all
times.
36
RANGE OF VARIABLES
VARIABLE
RANGE
1. Meetings and briefings Topics may include:

1.1 Type of event
1.2 Event date/time/number of participants
1.3 Menu items and descriptions
1.4 Major ingredients
1.5 Sauces
1.6 Accompaniments
1.7 Predominant spices and seasonings
1.8 Decorations/theme/concept
1.9 Service style
2. Normal Banquet staff
work
May include:
2.1 Refilling of water
2.2 Providing correct silverware or flatware
2.3 Anticipating guest needs
2.4 Answering inquiries
3. Room break down
May include:
3.1 Clear all tables
3.2 Clear all tablewares (silverware, glassware etc.)
3.3 Dispose of decorations
3.4 Collect linen according to standards
3.5 Clearing out of tables and chairs
3.6 Cleaning/vacuuming of floors
3.7 Proper food waste disposal
4. Event Report
May include :
4.1 Actual number of covers
4.2 Guest concerns
4.3 Incident reports
4.4 Price/cost of function
4.5 Breakage reports
4.6 Number of staff
4.7 Summary of the function
5. Professional
demeanor
May include :
5.1 Proper uniform
5.2 Grooming and personal standards
5.3 Effective communication skills
5.4 Proper footware
5.5 Polite and courteous manner towards guests
37
EVIDENCE GUIDE
competency

1.1 Set up banquet function room according to prescribed
requirements
1.2 Conducted pre-event meetings or briefings
1.3 Coordinated between the service staff and kitchen and
other departments that are concerned with the event
1.4 Monitoring staff performance during the event
1.5 Prepare pre and post evaluation reports
2. Required
Knowledge
2.1
2.2
2.3
2.4
2.5
Banquet service
Banquet set-ups
Banquet floor plan
Catering service
Understanding Banquet event order forms
3. Required Skills
3.1
3.2
3.3
3.4
3.5
3.6
Banquet service
Setting up banquets
Communication skills
Preparing floor plans
Interpreting Banquet Order forms
Handling guest complaints
4. Resource
Implications

4.1 Actual event or function
4.2 Banquet event forms
4.3 Staff schedules
5. Methods of
Assessment

5.1 Written and/or Oral questions to test candidates
knowledge in the
a. organization of service staff for a banquet event.
b. Floor plan preparation
c. Table assignments
d. Work flow
e. Briefing
5.2 Simulation/role play to test the candidates knowledge
and skills in overseeing meal service; supervising after
meal service and performing customer relations.
5.3 Portfolio
6. Context of
Assessment
Assessment must be conducted in:

6.1 Workplace or simulated work environment or
6.2 TESDA accredited assessment center/venue
38
SECTION 3 TRAINING STANDARDS

These guidelines are set to provide the Technical and Vocational Education and
Training (TVET) providers with information and other important requirements to consider
when designing training programs for FOOD AND BEVERAGE SERVICES NC III.
The guidelines include information on curriculum design, training delivery, trainee
entry requirements, tools and equipment, training facilities, and trainers qualification
among others.
3.1
CURRICULUM DESIGN
Course Title : FOOD AND BEVERAGE SERVICES

Nominal Training Duration:
NC Level: III
20 Hrs. (Basic)
24 Hrs. (Common)
186 Hrs. (Core)
Course Description:
This course is designed to enhance the knowledge, skills, and attitudes of trainee in
accordance with industry standards. It covers the basic, common and core competencies
required for the NCIII level in the delivery and supervision of food and beverage service in
various foodservice facilities. It covers the core competencies on directing and leading
service team in the dining area, overseeing dining operations and banquet and catering
function.
.
BASIC COMPETENCIES
Unit of
Competency
1. Lead workplace
communication
Learning Outcomes
1.1
1.2
1.3
2. Lead small
teams
2.1
2.2
2.3
2.4
Communicate
information about
workplace processes.
Lead workplace
discussions.
Identify and
communicate issues
arising in the workplace
Methodology
Group
discussion
Role Play
Brainstorming
Provide team leadership. Lecture

Assign responsibilities
Demonstration
among members.
Self-paced
Set performance
(modular)
expectation for team
members.
Supervise team
performance
Assessment
Approach
Observation
Interviews
Demonstration
Case studies
39
Unit of
Competency
3. Develop and
practice
negotiation
skills
Learning Outcomes
3.1
3.2
3.3
Methodology
Identify relevant
information in planning
negotiations
Participate in
negotiations
Document areas for
agreement
Direct
observation
Simulation/role
playing
Case studies
Assessment
Approach
Written test
Practical/
performance
test
4. Solve
workplace
problems
related to work
activities
4.1
Explain the analytical

techniques.
Identify the problem.
Determine the possible
cause/s of the problem.
Direct
observation
Simulation/role
playing
Case studies
Written test
Practical/
performance
test
5. Use
mathematical
concepts and
techniques
5.1 Identify mathematical

tools and techniques to
solve problem
5.2 Apply mathematical
procedures/solution
5.3 Analyze results
Direct
observation
Simulation/role
playing
Case studies
Written test
Practical/
performance
test
6. Use relevant
technologies
6.1
Direct
observation
Simulation/role
playing
Case studies
Written test
Practical/
performance
test
4.2
4.3
6.2
6.3
Study/select appropriate
technology
Apply relevant
technology
Maintain/enhance
relevant technology
40
COMMON COMPETENCIES
Unit of
Competency
1. Roster staff
Learning Outcomes
1.1
1.2
Develop and implement

staff rosters
Maintain staff records
Methodology
Discussion
Case study
Assessment
Approach
Observation
Interview
Written test
2. Control and
order stock
2.1 Maintain stock levels and Discussion

records
Lecture
2.2 Process stock orders
Simulation
2.3 Manage stock losses
2.4 Follow-up orders
2.5 Organize and administer
stocks
3. Train small
groups
3.1 Prepare for training

3.2 Deliver training
3.3 Provide opportunities for
practices
3.4 Review training
Lecture/
Discussion
Demonstration
Hands-on
Video Viewing
Written Test
Oral
4.1
Lecture/
Discussion
Demonstration
Hands-on
Video Viewing
Written Test
Oral
Questioning
Review of
documents
Direct
observation
Case studies
4. Establish and
conduct
business
relationships
4.2
4.3
4.4
Establish and conduct

business relationships
Conduct negotiations
Make formal business
agreements
Foster and maintain
business relationships
Written test
Review of
documents
Questioning
Review of
documents
Direct
observation
41
CORE COMPETENCIES
Unit of
Competency
1. Direct and lead
service team in
the dining area/
restaurant
Learning Outcomes
1.1 Supervise pre-opening
preparations
1.2 Oversee food and
beverage service in the
dining area
1.3 Perform specialized dining
room service
Methodology
Lecture
Discussion
Demonstration
Hands-on
Video Viewing
2. Oversee dining
area operations
2.1 Organize dining room staff Lecture

2.2 Enforce policies
Discussion
2.3 Develop dining staff
Demonstration
Hands-on
Video Viewing
3. Oversee
banquet and/or
catering
function
3.1 Supervise pre-function

mise-en place
3.2 Oversee meal service
3.3 Supervise after meal
service
3.4 Perform customer
relations
Lecture
Discussion
Demonstration
Hands-on
Video Viewing
Assessment
Approach
Oral or written
test
Direct
observation
Practical test
Oral or written
test
Direct
observation
Practical test
Sensory
evaluation of
finished
product
Oral or written
test
Direct
observation
Practical test
Sensory
evaluation of
finished
product
42
3.2
TRAINING DELIVERY
The delivery of training should follow the design of the curriculum. Delivery should
be guided by the 10 basic principles of competency-based TVET.
The training is based on curriculum developed from the competency

standards;
Learning is modular in its structure;
Training delivery is individualized and self-paced;
Training is based on work that must be performed;
Training materials are directly related to the competency standards and the
curriculum modules;
Assessment is based on the collection of evidence of the performance of work
to the industry required standard;
Training is based both on and off-the-job components;
Allows for recognition of prior learning (RPL) or current competencies;
Training allows for multiple entry and exit; and
Approved training programs are Nationally Accredited
The competency-based TVET system recognizes various types of delivery

modes, both on and off-the-job as long as the learning is driven by the competency
standards specified by the industry. The following training modalities may be adopted
when designing training programs:
The dualized mode of training delivery is preferred and recommended, thus,

programs would contain both in-school and in-industry training or fieldwork
components. Details can be referred to the Dual Training System (DTS)
Implementing Rules and Regulations.
Modular/self-paced learning is a competency-based training modality where

the trainee is allowed to progress at his own pace. The trainer only facilitates
the training delivery
Peer teaching/mentoring is a training modality wherein fast learners are given

the opportunity to assist the slow learners
Supervised industry training or on-the-job training is a training approach

designed to enhance the knowledge and skills of the trainee through actual
experience in the workplace to acquire specific competencies prescribed in the
training regulations
Distance learning is a formal education process in which majority of the

instruction occurs when the students and instructor are not in the same place.
Distance learning may employ correspondence study, audio, video or computer
technologies
43
3.3
TRAINEE ENTRY REQUIREMENTS
Trainees or students who wish to enter this training should possess the following
requirements:
3.4
can communicate in basic English in both oral and written form

must have completed the 10-year basic education
can perform basic mathematical computation
must be competent in the entire Food and Beverage Services NCII
qualification either through training, experience or certification
LIST OF TOOLS, EQUIPMENT AND MATERIALS
Recommended list of tools, equipment and materials for the training of a maximum
of 25 trainees for FOOD AND BEVERAGE SERVICES NC III are as follows:
WAITERING TOOLS, MATERIALS AND EQUIPMENT
QTY
DINNERWARE
QTY
CUTLERIES
QTY
GLASSWARE
24
Red wine glasses
24
White wine glasses
Salad knives
24
Water goblets
24
Salad forks
24
Juice glasses/Hi ball
Dessert plates, 78
24
Fish knives
24
Champagne flute
24
Side plates or
bread plates, 6
24
Fish forks
24
Collins glasses
24
Soup plate/bowl
24
Soup spoons (cream

and consume)
24
Pilsner glasses/Ice tea

glasses
24
Cups and saucers

5-6 oz
24
Dessert spoons
24
Dinner plates, 10
24
Dessert forks
24
Teaspoons
24
Cocktail forks
Service forks
Service spoons
24
Steak knives
24
Butter knives
24
Oyster forks
24
Dinner plates, 10
24
Dinner knives
Show/service
plates, 11-14
24
Dinner forks
24
Salad plates 7-8
24
24
Fish plates, 8-9
24
44
QTY
OTHER
SERVICEWARE
QTY
QTY
6
OTHER ACCESSORIES
Coffee pot
table cloths
Menu Folders
Tea pot
Table skirting cloths
Salt and Pepper

shakers
Side towels
Bill folder/change trays
service trays
30
16 x16 Cloth Table

napkin
Waiter station/cabinet
Silver platters
Tray stand (Dummy

waiter)
Round (bar) trays
Boning knives
Tooth pick holders
All-purpose knives
Napkin holders
Chopping boards
Sugar containers
10
Utility bowls/plates
Creamer
containers
Sauce/gravy boats
Tableside service cart

w/ rechaud (Gueridon)
Soup tureen
(push) cart to
transport/move
banquet operating
equipment
Peppermill
Service forks and

spoons
INGREDIENTS for
Food tongs
Caesar Salad
Sauce ladles
Crepes
Soup ladles
Cake servers
6
2
Order pads
EQUIPMENT
2 sets
2
Wooden fork and

spoons
Wooden bowls (Caesar
salad preparation)
Plastic bin boxes to be

used when moving
banquet operating
equipment
Non-stick round (crepe)

pan
Turners (for non-stick

pans)
TABLES/CHAIRS
4
Square/rectangular
tables (4s/6s)
Water pitchers
round tables (8s)
Ice buckets with

tongs
50
Dining/Banquet chairs
*NOTE:
Implementation of the training program can be made possible through a MOA between
the Training school and Industry (Full Service Restaurant or Catering Service) for the
use of the facilities.
45
3.5
TRAINING FACILITIES
Based on a class intake of 25 students/trainees.
Size in Meters
Area in Sq.
Meters
Total Area in Sq.

Meters
Student/Trainee
Working Space
1 x 1 m.
1 sq. m.
25 sq. m
Lecture/Demo Room
8 x 5 m.
40 sq. m.
40 sq. m.
Laboratory
8 x 5 m.
40 sq. m.
40 sq. m.
3 x 5 m.
15 sq. m.
15 sq. m.
Space Requirement
Learning Resource
Center
Facilities/Equipment/
Circulation Area
36 sq. m.
Total workshop area:
3.6
156 sq. m.
TRAINERS QUALIFICATIONS FOR TOURISM SECTOR (HOTELS AND

RESTAURANTS)
TRAINERS QUALIFICATIONS
3.7
Must be a holder of National TVET Trainer Certificate (NTTC) Level I in Food

and Beverage Services NC III
Must have at least 3 years industry experience
Must have attended relevant upgrading food and beverage services training and
seminars
INSTITUTIONAL ASSESSMENT
Institutional assessment is undertaken by trainees to determine their achievement

of units of competency. A certificate of achievement is issued for each unit of competency.
46
SECTION 4 NATIONAL ASSESSMENT AND CERTIFICATION ARRANGEMENTS

4.1
To attain the National Qualification of FOOD AND BEVERAGE SERVICES NC III,

the candidate must demonstrate competence in all the units of competency listed in
Section 1. Successful candidates shall be awarded a National Certificate signed by
the TESDA Director General.
4.2
The qualification for FOOD AND BEVERAGE SERVICES NC III may be attained
through demonstration of competence covering all the required core units of
qualification.
4.3
Assessment shall focus on the core units of competency. The basic and common
units shall be integrated or assessed concurrently with the core units.
4.4
The following are qualified to apply for assessment and certification:

4.4.1
4.4.2
4.5
Graduates of formal, non-formal and informal institutions including

enterprise-based training programs
Experienced workers (wage employed or self employed)
The guidelines on assessment and certification are discussed in detail in the

"Procedures Manual on Assessment and Certification" and "Guidelines on the
Implementation of the Philippine TVET Qualification and Certification System
(PTQCS)".
47
48
49
ACKNOWLEDGEMENTS
The Technical Education and Skills Development Authority (TESDA) wishes to
extend thanks and appreciation to the many representatives of business, industry,
academe and government agencies who donated their time and expertise to the
development and validation of these Training Regulations.
INDUSTRY EXPERTS
REVIEW PANEL
MA. SUSANNA F. EDILO
LILIBETH ARAGON
School Director, Philippine Barista & Coffee Academy

Tourism Industry Board Foundation, Inc., Member
Faculty/Department Chair, College of

International Tourism and Hospitality Mgt.
Lyceum of the Philippines University
ANABELLE O. MORENO
Chair
Tourism Industry Board Foundation, Inc.
(TIBFI)
University of the Philippines - Asian
Institute of Tourism (UP-AIT)
UP Diliman, Quezon City
Past President, Association of Human Resources
Managers for Hotels and Restaurants (AHRM)
The Participants in the Validation of these Training Regulations

VICTOR ANTONIO F. ALCUAZ
PHOEBE ZELIE AREO
President
Association of Human Resources
Managers in the Hospitality Industry (AHRM)
Tourism Operations Officer

Standards Development Division
Department of Tourism (DOT)
T.M.Kalaw, Manila
ELIZABETH A. GUEVARRA
GLORIA V. PUNZALAN
Member, COHREP
Assistant Professor
University of Santo Tomas (UST)
Espaa, Manila
Tourism Operations Officer

Standards Development Division
Department of Tourism (DOT)
T.M. Kalaw, Manila
ROWENA P. SAGAYSAY
Member, COHREP
Dean
College of Hospitality Management
National University (NU)
Sampaloc, Manila
DANIEL L. EDRALIN
Board Member
Tourism Industry Board Foundation, Inc.
(TIBFI)
National Union of Workers in Hotels and
Restaurant and Allied Industries
(NEWHRAIN-APL)
The Members of the TESDA Board and Secretariat

The Management and Staff of the TESDA Secretariat
Qualifications and Standards Office (QSO)

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What are the basic, common and core competencies covered in the document?

What are the basic, common and core competencies covered in the document?

What are the requirements for attaining the National Qualification of FOOD AND BEVERAGE SERVICES NC III?

What are the requirements for attaining the National Qualification of FOOD AND BEVERAGE SERVICES NC III?

TRAINING

FOOD AND BEVERAGE

SECTION 1 FOOD & BEVERAGE SERVICES NC III QUALIFICATION

SECTION 3 TRAINING STANDARDS

SECTION 4 NATIONAL ASSESSMENT AND

TRAINING REGULATIONS FOR

Lead workplace communication

Direct and lead service team in the dining area/restaurant

A person who has achieved this Qualification is competent to be a:

FOOD AND BEVERAGE SERVICE NCIII (Amended)

Promulgated December 2013

SECTION 2 COMPETENCY STANDARDS

LEAD WORKPLACE COMMUNICATION

This unit covers the knowledge, skills and attitudes

Italicized terms are elaborated in the Range of Variables

Appropriate communication method is selected

FOOD AND BEVERAGE SERVICE NCIII (Amended)

Promulgated December 2013

Assessment requires evidence that the candidate:

The following resources MUST be provided:

Organization requirements for written and electronic

5. Method of assessment Competency MUST be assessed through:

Competency may be assessed in the workplace or in

FOOD AND BEVERAGE SERVICE NCIII (Amended)

Promulgated December 2013

LEAD SMALL TEAMS

This unit covers the knowledge, skills and attitudes to lead

Italicized terms are elaborated in the Range of Variables

Work requirements are identified and presented to

FOOD AND BEVERAGE SERVICE NCIII (Amended)

Promulgated December 2013

FOOD AND BEVERAGE SERVICE NCIII (Amended)

Promulgated December 2013

Assessment requires evidence that the candidate:

Company policies and procedures

Communication skills required for leading teams

The following resources MUST be provided:

Competency may be assessed through:

Competency assessment may occur in workplace or any

FOOD AND BEVERAGE SERVICE NCIII (Amended)

Promulgated December 2013

DEVELOP AND PRACTICE NEGOTIATION SKILLS

This unit covers the skills, knowledge and attitudes

Italicized terms are elaborated in the Range of Variables

Information on preparing for negotiation is identified

FOOD AND BEVERAGE SERVICE NCIII (Amended)

Promulgated December 2013

Background information on other parties to the

FOOD AND BEVERAGE SERVICE NCIII (Amended)

Promulgated December 2013

Assessment requires evidence that the candidate:

Codes of practice and guidelines for the organization

Interpersonal skills to develop rapport with other parties

The following resources MUST be provided:

Competency may be assessed through: