How to Use the Banquet Server One-to-One Template

Why structured banquet server one-to-ones matter

Your banquet servers deliver some of your venue's highest-stakes service. A 200-person wedding, a corporate awards dinner, a charity gala — these events have no second chances. When your banquet servers are sharp, every plate lands at the right time, every glass is filled before it's empty, and guests feel cared for. When they're struggling, the cracks show in ways that ruin once-in-a-lifetime events.

The challenge is that banquet servers often work irregular schedules around events, making consistent management difficult. They might not see you between a Saturday wedding and a Thursday conference. Without intentional one-to-ones, you'll only hear about problems when client feedback arrives — or when they stop accepting shifts.

This template structures your conversations around the areas that matter most for banquet server performance and retention. Each section builds on the last: preparation gives you context, their agenda shows you what's on their mind, the discussion sections cover role performance, team dynamics, growth, and wellbeing, and the engagement indicators give you an early-warning system for disengagement.

Preparation

Complete these steps before each meeting to ensure a focused and productive conversation. Arriving prepared shows your banquet server that you take this time seriously.

Review notes from previous one-to-one — Pull up the notes from your last session. What actions did you commit to? What did they commit to? If you promised to look into the uniform issue or address a concern about agency staff, check whether you followed through. Walking in without knowing what was agreed last time undermines the entire process.

Check recent performance data or feedback — Review event feedback from recent functions: client comments, coordinator observations, and any issues reported during service. Check whether there were timing problems, dietary errors, or guest complaints linked to service. This takes two minutes and gives you specific talking points instead of vague impressions.

Note any observations from the past week — Think about what you've noticed during recent events. Did they manage the top table at Saturday's wedding with particular confidence? Were they quiet during the pre-event briefing? Did they handle a difficult dietary request smoothly? Write down two or three specific observations before the meeting.

Send agenda prompt to employee ahead of time — Message them after the last event: "We're catching up on Tuesday at 2. Anything from Saturday's wedding I should know about?" This gives them time to think. Banquet servers spend events executing; asking them to suddenly reflect requires mental preparation. If they reply "all good," try: "What was the trickiest moment during the main course service?"

Customisation tips:

• Schedule between events, ideally on a quieter day — not immediately before or after a function
• 15 minutes is enough for a regular check-in. Don't let it stretch unless something significant comes up
• Meet away from the function room. A quiet office or break area keeps the conversation separate from the work environment
• For the first 90 days, keep these fortnightly without exception. After that, adjust to the event calendar — but aim for at least twice a month

Their Agenda

Start every one-to-one by asking: "What's been on your mind?" Record whatever they raise before covering your own items.

If they say "nothing really," don't fill the silence immediately. Count to five. Silence is uncomfortable and they'll often fill it with something real. If they still don't, offer a specific opener: "How did Saturday's wedding feel from your position? Walk me through the main course service." The specific framing works because "How was your week?" is too vague for someone who served 200 guests at a wedding.

Once they're talking, ask "What else?" until they run out. Don't jump to solutions or share your perspective yet. This section is about understanding their world, not managing it.

If you have items to cover — upcoming events, service standards, team changes — mention them at the start so they know it's coming, then let them go first: "I want to talk about next week's corporate dinner before we finish, but first — what's been on your mind?"

What to record: Their exact concerns in their own words. Don't paraphrase into management language — "the plates from the kitchen are arriving at different temperatures" captures reality better than "discussed food quality coordination."

Role Performance

These four questions are designed to uncover how events actually feel from your banquet server's position. Work through each one during the conversation and tick it off as you cover it.

"Walk me through your mental checklist when you arrive for a 200-person wedding. What are you checking before guests arrive?"

This reveals how intentionally your banquet server approaches events. Strong servers have a systematic pre-service routine — checking their section setup, confirming dietary placements, verifying glassware and cutlery, and understanding the timing plan. If their answer is vague or reactive ("I just wait for the briefing"), there's a preparation gap that will show up under pressure.

What good answers sound like:

• Describes a specific sequence of checks and preparations
• Mentions proactive communication with the coordinator and kitchen about timing and dietary requirements
• Shows they anticipate problems rather than just reacting to them

What to do with the answer: If their pre-event routine is strong, acknowledge it and ask what they'd add. If it's thin, work with them to build a pre-event checklist. The best banquet servers treat the 30 minutes before guest arrival as seriously as the service itself.

"When an event goes wrong — late courses, missed dietary requirements, running out of something — what's usually the root cause from where you're standing?"

This taps their diagnostic expertise. Banquet servers see the service from the floor — they know whether problems originate in the kitchen, the coordination, the briefing, or the team. This perspective is invaluable for improving your event operation. It also shows whether they think about problems systemically or just absorb them.

What good answers sound like:

• Identifies root causes rather than symptoms
• Shows understanding of how problems cascade through the event
• Suggests where fixes would have the biggest impact

What to do with the answer: Take their diagnosis seriously. If they say the root cause is inadequate briefings, improve your briefing process. If they say it's kitchen timing, address it with the chef. The floor-level view is often the most accurate diagnosis you'll get.

"Which event type do you enjoy most — weddings, corporate, or private parties? Which do you find hardest?"

This reveals their preferences and stretches. A banquet server who thrives at weddings but struggles with corporate events might need different preparation for each type. Understanding their comfort zones helps you schedule more effectively and identify development opportunities.

What good answers sound like:

• Honest about which event types energise them and which drain them
• Specific about what makes certain events harder (formality, timing pressure, client expectations)
• Shows willingness to develop in weaker areas rather than just avoiding them

What to do with the answer: Use this for scheduling where possible, but also use it for development. If corporate events are their weakness, pair them with a strong corporate server to learn. Don't just schedule them away from challenges — help them grow.

"How's the team dynamic working on big events? Any friction with regular colleagues or agency staff?"

Large events often bring together regular and agency staff, creating team dynamics that affect service quality. If regular servers feel undermined by agency staff who don't know the venue, or if agency staff feel excluded, the friction shows in the service. This question surfaces those dynamics.

What good answers sound like:

• Honest about which team combinations work and which don't
• Distinguishes between individual problems and systemic issues
• Shows they understand the challenges of working with changing teams

What to do with the answer: If agency staff are causing friction, review your briefing process for agency workers. If specific regular staff combinations create problems, address it through scheduling or direct conversation. Banquet service is team sport — the team needs to work.

Record the key points from your discussion, focusing on recurring themes and anything that needs action. Note specific event observations and diagnostic insights — these are valuable evidence for performance reviews and for improving your event operation.

Team and Relationships

These questions surface the dynamics that affect event service — coordinator communication, escalation, kitchen relationships, and colleague preferences.

"How's the communication from event coordinators working? Are you getting what you need to do your job?"

The relationship between banquet servers and event coordinators determines service quality. Good communication means clear briefings, accurate dietary information, realistic timing plans, and updates when things change. Poor communication means servers working blind, guessing at dietary requirements, and discovering timing changes mid-service.

What good answers sound like:

• Specific about what information they receive and what they're missing
• Identifies which coordinators communicate well and which don't
• Suggests practical improvements to the briefing process

What to do with the answer: If briefings are inadequate, improve them. Create a standard briefing template that covers dietary requirements, timing plans, VIP guests, and service expectations. If specific coordinators need to improve their communication, address it directly.

"When there's a problem during service — a guest complaint, a shortage, a timing issue — do you feel you can flag it up, or do you just handle it yourself?"

This reveals whether your banquet servers feel empowered to escalate problems or whether they absorb them silently. A server who handles everything alone will eventually make a wrong call because they didn't have the authority or support to escalate. One who knows when and how to flag problems helps you catch issues before they become complaints.

What good answers sound like:

• Clear about when they escalate and when they handle it alone
• Identifies what makes escalation easy or difficult
• Shows good judgement about what needs attention versus what they can resolve

What to do with the answer: Clarify their escalation authority. Make clear what they should handle independently (a guest request for more bread) and what they should flag (a dietary concern, a timing problem, a guest complaint). Remove barriers to escalation — if finding a manager during service is difficult, fix the communication system.

"How's your relationship with the kitchen team? When you're running plated service, do you feel like they're working with you or you're just collecting plates?"

The server-kitchen relationship during banquet service is critical. If servers feel like they're just plate carriers with no communication about timing, temperature, or presentation, service quality drops. If there's genuine coordination — timing calls, temperature awareness, presentation checks — the service flows.

What good answers sound like:

• Honest about the kitchen dynamic during plated service
• Specific about what works and what doesn't in the kitchen-floor coordination
• Shows understanding of the kitchen's pressures alongside their own

What to do with the answer: If coordination is poor, establish a formal kitchen-floor communication protocol for events. Pre-service timing agreements, calling sequences, and quality checkpoints can transform the relationship. The kitchen and floor need to function as one team during events.

"Who on the regular team do you most enjoy working with? Who do you find challenging?"

Some server pairs work seamlessly — they communicate without speaking, cover each other naturally, and make service look effortless. Others create friction. Understanding these dynamics helps you schedule more effectively and address relationships that need attention.

What good answers sound like:

• Names specific colleagues with concrete reasoning about what works or doesn't
• Focuses on work style and service quality rather than personal complaints
• Shows awareness of their own contribution to team dynamics

What to do with the answer: Use scheduling insights where possible. Also probe deeper: "What makes working with [person] easier or harder?" If there's genuine friction, address it directly rather than just avoiding scheduling them together.

Capture the coordination dynamics discussed, any briefing improvements needed, and concerns about team combinations. Note kitchen-floor communication gaps and scheduling insights.

Growth and Development

These questions explore career aspirations and development needs. The answers shape how you invest in this banquet server's growth.

"Do you see banquet serving as your career, or is this experience for something else — restaurant management, events coordination, hospitality management?"

There's no wrong answer, but the answer changes everything about how you develop them. A career banquet server needs mastery goals — silver service, wine knowledge, VIP handling. An aspiring event coordinator needs operational exposure — planning, client liaison, logistics. Someone using events as a stepping stone still deserves investment.

What good answers sound like:

• Honest about their trajectory without feeling they need to perform loyalty
• Specific about what interests them, even if it's outside your venue
• Shows they've thought about it rather than just shrugging

What to do with the answer: If they want to stay in banqueting, focus on service excellence and senior server responsibilities. If they want events coordination, involve them in planning and client meetings. If it's a stepping stone, make their time valuable anyway — you'll get better work from an invested short-term employee than a disengaged long-term one.

"What skills have you picked up here that you didn't have six months ago?"

This surfaces their sense of progress. If they can name specific skills they've developed — handling complex dietary requirements, managing a section during plated service, setting up room layouts — they feel like they're growing. If they struggle to name anything, they may feel stuck.

What good answers sound like:

• Names specific, tangible skills
• Shows pride in their development
• Connects skills to confidence and competence

What to do with the answer: Acknowledge the growth they name. If they struggle to identify progress, help them see it — "Six months ago you wouldn't have handled that wedding top table as smoothly as you did on Saturday." Sometimes people need to be shown their own development.

"If I could get you involved in one area beyond serving — event setup, wine selection, client liaison — what would interest you?"

This reveals where their curiosity lies beyond the serving role. It also signals development opportunities that could increase both their engagement and their value to your operation. A server who understands event setup is more valuable than one who only serves. A server with wine knowledge upsells naturally.

What good answers sound like:

• Names a specific area with genuine interest
• Shows how the additional skill would benefit both them and the venue
• Demonstrates willingness to stretch beyond their current responsibilities

What to do with the answer: Create an opportunity in the area they name. If they want event setup experience, involve them in the next setup. If they want wine knowledge, arrange training with the sommelier. Small expansions of responsibility build engagement.

"Where do you see yourself in two years? Still here, somewhere else, doing something different?"

The honest answer to this question is the most valuable piece of information in the entire one-to-one. If they're planning to leave soon, you can make their remaining time positive and plan for replacement. If they want to stay, you can build a path. If they're uncertain, you have an opportunity to influence their decision.

What good answers sound like:

• Genuine honesty rather than what they think you want to hear
• Specific enough to be actionable
• Willing to have the conversation rather than deflecting

What to do with the answer: Don't react emotionally to any answer. If they want to leave, ask what would make them stay. If they want to progress, show them the path. If they don't know, help them think through it.

Record their career direction, development interests, and any specific areas they want to explore. This feeds directly into performance review objectives and helps you plan training investment.

Wellbeing and Support

These questions catch frustration, practical needs, and scheduling concerns before they cause resignations. Ask them genuinely, not as a box-ticking exercise.

"What's the single most annoying thing about working events here? If you could fix one thing by next month, what would it be?"

This cuts through politeness to their top priority. Whatever they name is the thing most likely to make them leave if it's not addressed. The "single most" framing forces them to prioritise rather than list everything. The "next month" timeframe is realistic for event operations where changes take longer to implement.

What good answers sound like:

• Names something specific and fixable rather than vague dissatisfaction
• Trusts you enough to be honest about genuine frustrations
• Differentiates between temporary annoyances and persistent problems

What to do with the answer: Fix it if you can. If you can't, explain why and offer alternatives. Either way, respond within a week — speed of response matters more than the outcome.

"How's the uniform and equipment situation? Anything you need that you don't have?"

Practical issues like ill-fitting uniforms, missing service equipment, or inadequate supplies create daily frustration. Banquet servers need to look sharp and have the right tools — service cloths, trays, wine keys, pens. This question surfaces practical gaps that are easy to fix but often overlooked.

What good answers sound like:

• Specific about what they have and what they need
• Identifies items that affect their ability to deliver good service
• Shows they care about their presentation and readiness

What to do with the answer: Fix it immediately. Uniform and equipment issues are among the cheapest and fastest problems to solve. If they've been wearing an ill-fitting jacket for three months, that's three months of unnecessary frustration and poor presentation.

"Are you getting enough hours, or too many? Is the schedule working for your life outside work?"

Banquet serving often involves irregular hours — late-night events, weekend work, unpredictable schedules. This question checks whether the schedule is sustainable and whether they're getting the hours they need. A server who wants more hours but isn't getting them will look elsewhere. One who's overwhelmed with events will burn out.

What good answers sound like:

• Honest about whether hours are adequate, too many, or too few
• Identifies specific scheduling conflicts or preferences
• Shows they've thought about what would work better

What to do with the answer: If they want more hours, offer them first for new events. If they're overwhelmed, review their event load. If specific scheduling patterns cause problems (every Saturday, for example), explore rotation options. The schedule should work for both parties.

"Is there anything you need from me that you're not getting?"

This is the most important question in the section. It directly asks whether you're doing your job as their manager. Whatever they say, write it down. Then do it or explain why you can't — within 48 hours, not at the next one-to-one.

What good answers sound like:

• Specific and actionable ("I need better briefings before events" rather than "more support")
• Trusts you enough to ask for something
• Acknowledges what you're already doing well alongside the gap

What to do with the answer: Deliver on it. Fast. If you make commitments and don't follow through, trust disappears and future one-to-ones become surface-level exercises.

Record frustrations, practical needs, and scheduling concerns. Flag anything that suggests disengagement or flight risk — these notes are critical early-warning signs that need action, not just documentation.

Engagement Indicators

These are observational indicators you assess based on what you've seen during the week, not questions you ask directly. Tick each indicator that's genuinely present. Anything you can't tick is worth exploring — either in this meeting or through closer observation before the next one.

Accepting and showing enthusiasm for events — Are they still keen to take on events, or do they hesitate when offered shifts? A banquet server who used to jump at weddings but now seems reluctant is showing disengagement. Pay attention to their reaction when new events are announced.

Maintaining sharp appearance and presentation — Is their uniform as sharp as it was during their first month? Are they maintaining grooming and presentation standards? A subtle decline in appearance often signals declining engagement. Don't make it about policing — notice it as a potential indicator.

Participating actively in briefings — Do they ask questions during pre-event briefings, or do they stand at the back silently? Active participation shows they care about getting the service right. Silence might mean they've disengaged or feel their questions won't be valued.

Volunteering for setup and extra responsibilities — Do they still offer to help with room setup, table arrangements, or special tasks? Or have they retreated to "just serving"? Volunteering for extra work is a strong engagement signal. Its absence suggests they're doing the minimum.

Showing positive attitude about events — Do they talk about events positively — looking forward to a wedding, interested in a corporate client? Or do events feel like obligations? Positive anticipation indicates someone who still cares about the work.

Staying engaged with the venue and team — Do they still feel part of the team between events? Do they respond to communications, attend team meetings if possible, and show interest in the venue's success? Or have they become transactional — turning up, serving, leaving? Connection beyond the event itself indicates genuine engagement.

Note which indicators you couldn't tick and what you've observed. If multiple indicators are absent, this banquet server needs urgent attention — increase frequency and focus on understanding what's changed.

Actions and Follow-Up

At the end of every one-to-one, summarise what you've both agreed to do. Say it out loud before you finish:

"So by the next event I'm going to: [your actions]. And you're going to: [their actions]. Is that right?"

Then send a brief message confirming: "From today: I'm sorting [X] + [Y]. You're working on [Z]. Chat next [day] at [time]."

What to record:

• Your commitments with deadlines (e.g., "Sort the uniform sizing by next Thursday")
• Their commitments with deadlines (e.g., "Practise the wine service technique at Saturday's dinner")
• Any items to escalate to the events manager or catering director
• Topics to revisit next time

Follow-through matters more than anything else in this template. If you promise something, tell them when you've done it — don't wait for the next meeting. Message: "Ordered the new uniform — arriving before Saturday's event." Banquet servers often feel like disposable staff. Being reliable sets you apart. If you can't do something you promised, tell them immediately and offer an alternative.

Session Notes

Record your overall impressions from the conversation: patterns you're noticing, changes in their engagement or mood, anything you want to revisit in future sessions.

This is also where you note how your approach should adapt:

• First 90 days: 80% listening, 20% guiding. Focus on understanding their world.
• Established relationship: Push into development territory. Career conversations, skill-building opportunities, leadership roles at events.
• When things are going well: Share business context, ask for their input on event planning, acknowledge specific contributions.
• When things are struggling: Increase frequency, ask diagnostic questions, focus on support rather than criticism. Remove obstacles faster.

Over time, these session notes create a narrative of your working relationship — invaluable for performance reviews and progression decisions.

What's next

Once you've established regular one-to-ones, the conversations you have will feed directly into formal performance reviews. See our guide on Banquet Server performance reviews for how to use the evidence you gather in these sessions to write a thorough, fair assessment.

• Read our Banquet Server job description for the full scope of responsibilities
• Check out our Banquet Server onboarding guide if you're supporting someone in their first 90 days