This article substantiates a strategy for managing personnel potential in the hotel and restaurant business as a key condition for competitiveness amidst labor market turbulence and evolving customer demands. Personnel potential is defined as the integrated set of knowledge, skills, experience, and motivational characteristics of staff that ensures the achievement of strategic goals. The study reveals the systemic causes of high staff turnover–including seasonality, compensation limits, and burnout–and outlines the economic consequences, such as knowledge loss and reduced productivity. An integrated strategic HR management model is proposed, combining employer branding, data-driven recruiting, predictive HR analytics, adaptive motivation systems, continuous training, corporate culture development, and an inclusive, multigenerational employment policy. By comparing international approaches (USA, Germany, Poland, France) with Ukrainian practices, the article identifies relevant tools for digitalizing HR processes in the context of post-war reconstruction. This comparison informs a general management framework (challenges-consequences-tools) suitable for HoReCa enterprises of various scales. The article demonstrates that a systematic application of these approaches creates long-term competitive advantages by reducing turnover and stabilizing service quality. Future research directions include the quantitative validation of HR analytics, assessing return on investment in training, and establishing industry benchmarks for staff retention in Ukraine.
Tetiana M. Zakharova (Thu,) studied this question.