How to Use the Bar Manager Interview Template

Why structured bar manager interviews matter

A bar manager owns the entire operation - the P&L, the team, the product, the customer experience. Hiring the wrong one costs far more than a bad bartender hire because the damage compounds: poor stock control bleeds margin for months before it shows up clearly, a toxic management style causes your best bartenders to leave, and inconsistent standards erode your reputation one disappointed customer at a time.

This template assesses candidates across the five competencies that define bar management success: leadership track record, financial management capability, team development focus, operational standards, and problem resolution under pressure. The 60-minute format gives enough space to probe each area with the depth that a senior hire demands, and the weighted scoring keeps your decision grounded in evidence rather than charisma.

Bar manager candidates tend to interview well - they're personable, confident, and comfortable talking. That's precisely why structure matters. Without it, you'll hire the best talker rather than the best manager.

Pre-Interview Preparation

Before the candidate arrives, work through this checklist to ensure you're ready for a thorough assessment.

Review candidate CV and management experience - Look for clear progression through bar roles, not just longevity. Someone who's been a bartender for ten years isn't necessarily ready to manage. Look for the venues they've managed, team sizes, and whether they mention commercial achievements (revenue growth, cost reduction) or only operational tasks. Note any gaps or short tenures in management roles specifically.

Prepare interview room - Bar manager interviews should feel professional. This is a senior hire, and the candidate is assessing you as much as you're assessing them. A clean, quiet room with water available signals that you take the role seriously.

Have scoring sheets and pen ready - At 60 minutes with five questions plus a practical element, there's a lot to capture. Document as you go. For senior roles, it's also worth noting follow-up questions that could be explored in a second interview if needed.

Ensure 60 minutes uninterrupted time - This is non-negotiable for a management hire. If you can't commit an hour without interruptions, reschedule. A bar manager candidate who sees you pulled away repeatedly will question whether you respect the role.

Review bar financial targets and team structure - Know your numbers before you start. What's your current GP? Labour percentage? Average transaction value? Wet-to-dry sales split? You need to assess whether candidates understand these concepts, and you can't do that if you don't know your own benchmarks.

Customisation tips:

• For independent bars, add "Review current business challenges and growth plans"
• For hotel bars, add "Understand F&B director's expectations and reporting structure"
• For bar groups, add "Note group standards, SOPs, and brand guidelines the candidate would need to follow"
• For bars with food offerings, add "Review food-to-drink revenue split and kitchen relationship dynamics"

Candidate Details

Record the candidate's full name exactly as they prefer to be called. This becomes your reference for all subsequent documentation.

Document when the interview took place. This is essential when comparing multiple candidates interviewed over several days and for any follow-up correspondence.

Management Experience

Why this question matters:

Bar management experience varies wildly. Someone who "managed" a quiet pub with two part-time staff faces a completely different reality to someone who ran a high-volume cocktail bar with fifteen bartenders and a seven-figure turnover. You need to establish the scale, scope, and depth of their actual management responsibility - not the title on their CV, but what they actually did day-to-day.

What good answers look like:

• Quantifies their experience clearly ("I managed a team of twelve across two bar areas, with weekly revenue targets of £25,000 and a GP target of 72%")
• Describes a typical management week beyond just being behind the bar ("Mondays were admin - rota planning, ordering, reviewing the previous week's figures. Tuesday to Thursday I'd split between floor management and team training. Weekends I'd be hands-on running the busiest services")
• Shows progression in responsibility ("I started as supervisor, took on stock management after six months, then was given full P&L responsibility after my first year as manager")
• Distinguishes between managing a shift and managing a business ("Running a shift is keeping things moving. Managing the bar is about building the team, controlling costs, developing the product, and growing revenue - all at the same time")
• Mentions systems and processes they've created or improved ("I introduced weekly stock takes with variance analysis, which cut our unaccounted losses by 40% in three months")

Red flags to watch for:

• Vague about team size, revenue, or targets - may be inflating their experience
• Describes management purely in operational terms with no mention of people development, financials, or business growth
• "The owner handled all the finances" - a bar manager who's never engaged with numbers isn't managing, they're supervising
• Takes credit for team achievements using "I" exclusively rather than "we" - a sign of poor leadership awareness
• Multiple short management stints (under a year each) with excuses for each departure
• Cannot explain what they'd do differently if they ran their previous bar again - no reflective capacity

Customisation tips:

• For a first-time manager role, focus on supervisory experience and ask what management tasks they've taken on informally
• For experienced managers, probe the specifics of their commercial achievements - ask for actual numbers
• For candidates from different bar styles, explore how they'd adapt their approach to your operation
• For internal promotions, ask what they'd change on day one and how they'd manage the dynamic shift with former peers

How to score:

• 5 - Excellent: Extensive bar management with proven results; can quantify team size, revenue, and specific commercial achievements; shows clear management philosophy
• 4 - Good: Solid management experience with specific examples of operational and people management; may lack the commercial depth of the top tier
• 3 - Average: Some supervisory experience with limited full management responsibility; understands the concepts but can't demonstrate depth
• 2 - Below Average: Limited management experience; mostly describes bartending with some supervisory overlay
• 1 - Poor: No management experience and unrealistic understanding of what bar management involves

Financial Management

Why this question matters:

A bar manager who doesn't understand their P&L is flying blind. Gross profit on drinks should typically sit between 65-75%, and every percentage point matters - on a bar turning £500,000 a year, 1% GP improvement is £5,000 straight to the bottom line. Labour cost, wastage, breakage, training spend, marketing - all of these sit on the bar manager's shoulders. If they can't talk confidently about these numbers, they can't manage the business.

What good answers look like:

• Speaks fluently about GP targets and how they achieved them ("I maintained 71% GP on a bar doing £18,000 a week by implementing strict portion control and renegotiating supplier contracts")
• Describes specific cost control measures they've implemented ("I introduced weekly wastage tracking by category and identified that our cocktail garnish spend was three times industry average. Switching to seasonal garnishes cut it by 60%")
• Understands the interplay between different cost lines ("Cutting labour too aggressively hurts service quality, which hits revenue. I look at sales per labour hour rather than just labour percentage to make sure I'm staffed for the business we're doing, not just cutting for the sake of it")
• Can discuss revenue growth strategies, not just cost control ("I repositioned our cocktail menu around higher-margin serves and introduced a seasonal specials board that increased average transaction value by £2.40")
• Shows awareness of pricing strategy ("I did a competitor pricing analysis and found we were undercharging on premium spirits. A 50p price increase on our top twenty lines added £300 a week without any drop in volume")

Red flags to watch for:

• Cannot explain what GP means or how it's calculated - fundamental gap for a management candidate
• Talks about "keeping costs down" without specifics on how or what the results were
• No experience with ordering, supplier management, or stock valuation
• Claims their previous venue "didn't share financial information" - even in small independents, a real manager knows the numbers
• Focuses exclusively on cost cutting with no mention of revenue growth - a sign they'll squeeze rather than build
• Cannot explain the difference between revenue, GP, and net profit

Customisation tips:

• For independent bars, explore their experience managing a full P&L versus just cost lines
• For group-operated bars, ask about working within financial frameworks and budget targets set by head office
• For cocktail bars with high ingredient costs, probe their approach to cocktail menu engineering and pricing
• For bars with food offerings, explore their understanding of combined F&B margin management
• For start-ups or new openings, ask about their experience building financial projections and launch budgets

How to score:

• 5 - Excellent: Strong commercial understanding with proven results; can discuss P&L, GP, cost control, and revenue growth strategies with specific examples and numbers
• 4 - Good: Good grasp of bar financials with some experience managing budgets and controlling costs; may lack depth on revenue growth or strategic pricing
• 3 - Average: Basic financial understanding; knows the key metrics but limited experience actively managing them
• 2 - Below Average: Limited financial experience; understands the concepts at a surface level but hasn't managed a budget
• 1 - Poor: No understanding of bar finances; cannot discuss GP, cost control, or revenue management

Team Development

Why this question matters:

The hospitality industry has some of the highest turnover rates in any sector, and bar staff are particularly mobile. A bar manager who can attract, develop, and retain good bartenders creates a stable team that delivers consistent quality. One who treats staff as replaceable creates a revolving door that costs you in recruitment, training, and service quality. The difference between the two is often £20,000+ annually in turnover-related costs alone.

What good answers look like:

• Describes specific development frameworks they've used ("I created a bartender progression matrix with four levels - each had specific skills to demonstrate and a pay increase attached. It gave people clear goals and a reason to stay")
• Gives examples of individuals they've developed ("I hired a barback with no cocktail experience and, over eighteen months, developed them into our lead bartender. I started with basic serves, moved to classics, then advanced techniques, with weekly one-to-one coaching sessions")
• Discusses how they handle underperformance ("When a bartender's standards started slipping, I had a direct conversation within the week. We identified the issue - they were struggling with our new cocktail menu - and I set up extra training sessions. Within a month they were back to standard")
• Shows awareness of different motivation styles ("Not everyone wants to become head bartender. Some of my best staff were motivated by flexibility, or by learning wine, or by competition nights. I try to understand what drives each person")
• Mentions training methods and systems ("I run monthly training sessions on different topics - spirit tastings, technique workshops, guest speakers from suppliers. I also pair new starters with an experienced buddy for their first month")

Red flags to watch for:

• "I hire good people and let them get on with it" - sounds empowering but usually means no development structure
• Cannot name a specific person they've developed or describe the process
• Describes training only in terms of product knowledge, not service skills, leadership development, or personal growth
• Punitive approach to underperformance ("If people can't keep up, they need to go") without any mention of support or development
• High turnover in their previous teams with no acknowledgment of their role in that
• Sees team development as an HR function rather than a management responsibility

Customisation tips:

• For bars with career progression structures, ask how they'd use those frameworks in their development approach
• For small bars with flat structures, explore how they keep staff engaged when there's limited upward mobility
• For bars in competitive markets where staff poaching is common, ask about their retention strategies beyond pay
• For seasonal operations, discuss how they handle team building when half the staff change every six months

How to score:

• 5 - Excellent: Proven track record of developing high-performing teams; can describe specific individuals they've developed, systems they've created, and how they handle underperformance constructively
• 4 - Good: Good team development examples with clear evidence of investing in people; may lack the systematic approach of the top tier
• 3 - Average: Basic leadership skills with some training experience; understands the importance of development but limited evidence of proactive investment in staff
• 2 - Below Average: Limited development focus; manages people rather than developing them, with few examples of growing individuals
• 1 - Poor: Cannot demonstrate team leadership; no evidence of development activity, or actively hostile to investing in staff

Operational Excellence

Why this question matters:

Consistent operational standards are what separate a well-managed bar from one that feels chaotic. When standards depend on which manager is on shift, customers notice. The drinks taste different, the service pace drops, the bar isn't as clean. A bar manager needs systems that maintain quality whether they're present or not - because they can't be there every hour the bar is open.

What good answers look like:

• Describes specific systems they've implemented ("I created an opening and closing checklist that every shift leads follows. It covers everything from ice wells and garnish prep to till float checks and music playlist. I review the completed checklists weekly")
• Shows a proactive rather than reactive approach ("I walk the bar at the start of every shift with a critical eye - checking fridges are stocked to par, back bar is merchandised correctly, glassware is polished. Problems I catch before service are problems that don't reach the customer")
• Discusses how they maintain standards through others ("My supervisors know exactly what I expect because I've documented it. We have a standard for everything from how a Martini should taste to how the back bar should look at the end of a shift. They hold the team to those standards whether I'm there or not")
• Mentions quality control processes ("I do unannounced drink quality checks during service - I'll order a cocktail as if I were a customer and assess the result. If it's not right, I coach the bartender immediately rather than waiting for a review")
• Demonstrates continuous improvement mindset ("Every month I review our guest feedback, mystery shopper scores, and internal audits to identify one area to improve. Last quarter it was speed of service during peak - we introduced a two-minute target for simple serves and improved our throughput by 20%")

Red flags to watch for:

• Standards depend on their personal presence ("When I'm on the bar, everything runs smoothly") - this means their standards aren't embedded in the team
• No mention of documented procedures, checklists, or SOPs - relying on memory and habit
• Reactive approach to quality ("We address issues when they come up") rather than preventive systems
• Cannot describe what their bar's service standards actually are beyond vague phrases like "high quality"
• Blames poor standards on staff shortages, budgets, or equipment rather than their own systems
• No evidence of measuring or monitoring performance against benchmarks

Customisation tips:

• For group-operated bars with existing SOPs, ask how they'd implement and maintain brand standards
• For independent bars needing to create systems from scratch, explore their experience building operational frameworks
• For bars with complex drink menus, ask about their approach to recipe consistency and new product training
• For multi-area venues, discuss how they maintain standards across different bar spaces simultaneously

How to score:

• 5 - Excellent: Exceptional operational standards with documented systems in place; can describe specific processes, measurement methods, and continuous improvement examples
• 4 - Good: Strong operational focus with good examples of maintaining and improving standards; may rely on personal presence more than embedded systems
• 3 - Average: Adequate operational understanding with some processes in place; maintains acceptable standards but limited evidence of proactive improvement
• 2 - Below Average: Reactive rather than proactive; standards fluctuate and depend heavily on their personal involvement
• 1 - Poor: No operational systems experience; cannot describe how they'd maintain consistent standards

Problem Resolution

Why this question matters:

Bar managers deal with problems every day - a no-show bartender on a Friday night, a customer threatening a bad review, a supplier delivering the wrong order, a fight between two team members. How they handle these situations reveals their judgement, composure, and leadership instincts. A manager who panics, avoids conflict, or makes rash decisions under pressure will create bigger problems than they solve.

What good answers look like:

• Gives a specific, detailed example with clear before, during, and after ("A bartender showed up for their shift clearly unwell. I could see they were struggling but trying to push through. I pulled them aside, told them to go home, called the off-duty supervisor to cover, and adjusted the rota for the rest of the week to give the bartender recovery time. Service ran fine and the bartender was grateful I didn't make them struggle through")
• Shows they address problems directly rather than avoiding them ("When two senior bartenders had a personality clash that was affecting the team, I sat down with each separately to understand their perspective, then brought them together to agree ground rules for working together. It wasn't comfortable, but avoiding it would have let it fester")
• Demonstrates measured judgement ("A customer posted a negative review claiming they were overcharged. Instead of reacting defensively, I checked the CCTV and till records, found it was actually a system error, called the customer to apologise, offered a complimentary round next time, and fixed the pricing error")
• Shows learning from problems ("After a major stock delivery went wrong and we ran out of three key spirits on a Saturday night, I implemented a delivery verification checklist and set up a backup supplier relationship. It hasn't happened since")
• Balances business needs with people needs ("When I had to have a performance conversation with a popular bartender who was consistently late, I focused on the impact - other staff covering their responsibilities, customers waiting for the bar to open on time. They improved because they understood why it mattered, not because I threatened them")

Red flags to watch for:

• Only describes problems that were someone else's fault - never acknowledges their own mistakes or misjudgements
• Escalates everything upward ("I'd tell the area manager about it") - a bar manager is the senior person on site most of the time
• Describes avoiding difficult conversations ("I just moved their shifts around so they didn't work together")
• Overreacts to problems - jumping to disciplinary action or firing rather than coaching
• Cannot give a specific example despite claiming years of management experience
• Focuses on what went wrong rather than what they did about it and what changed as a result

Customisation tips:

• For late-night venues, ask specifically about handling incidents involving intoxicated customers or violence
• For premium venues, explore how they balance firm problem resolution with maintaining an upscale atmosphere
• For venues with licensing concerns, probe their experience handling regulatory issues or visits from licensing officers
• For high-turnover environments, ask about handling the operational impact of sudden staff departures

How to score:

• 5 - Excellent: Excellent judgement with positive outcomes; gives specific, detailed examples of resolving complex problems; shows learning and system improvement as a result
• 4 - Good: Handles difficult situations well with good examples of direct, professional resolution; may lack examples of the most challenging scenarios
• 3 - Average: Can resolve basic issues; understands the importance of addressing problems but limited evidence of handling complex or sensitive situations
• 2 - Below Average: Avoids difficult conversations and situations; tendency to escalate or ignore problems rather than resolving them
• 1 - Poor: Cannot handle challenging situations; overreacts, avoids, or makes problems worse

Practical Trial

Why practical trials matter:

Bar manager interviews can be deceiving. Experienced managers know the right things to say, and charm is part of their skillset. A practical management scenario reveals whether their leadership presence is genuine, whether their operational eye is as sharp as they claim, and whether they can make sound decisions in real time. It also shows you how your existing team responds to them.

What to observe:

Demonstrated leadership presence - Did they walk in and command the room naturally, or did they hang back and wait to be directed? Watch for confident but not overbearing body language, natural eye contact with staff, and a sense of authority that comes from competence rather than position.

Communicated clearly with staff - Did they introduce themselves to the team, ask names, and give clear direction? Watch for respectful but direct communication. A bar manager who can't communicate effectively with unfamiliar staff in a trial won't communicate better with their own team.

Made sound operational decisions - If something unexpected happened during the trial, how did they respond? Even in a controlled scenario, there are always moments that test judgement. Watch for calm, measured decision-making rather than panic or indecision.

Showed commercial awareness - Did they notice the back bar merchandising? Comment on pricing? Observe customer behaviour and draw conclusions? A commercially-minded manager sees the business, not just the bar.

Maintained professional standards - Did they check drink quality? Notice cleanliness issues? Observe staff performance with a critical but fair eye? A manager who doesn't see these things during a trial won't see them on a normal Tuesday.

Setting up an effective trial:

• Create a management scenario rather than having them bartend - this is a management role
• Options include: running a pre-shift briefing with your team, conducting a walk-through assessment of the bar, or managing a busy service period from the floor
• Brief your team to be natural and cooperative
• Prepare one or two "problems" for them to solve (a fictional supplier issue, a mock customer complaint)
• Observe how they interact with every level - barbacks, bartenders, customers

How to score the trial:

• 5 - Exceptional: Natural leader with strong presence; commanded respect, made sound decisions, and demonstrated the commercial and operational eye you'd expect from an experienced bar manager
• 4 - Strong: Good management capabilities demonstrated; comfortable in the leadership role with only minor areas for development
• 3 - Adequate: Shows potential with development; some good management instincts but lacked the confidence or depth expected of an experienced bar manager
• 2 - Below Standard: Struggled with management tasks; reverted to bartender or supervisor mode rather than managing at the appropriate level
• 1 - Inadequate: Not suited for management role; lacked presence, judgement, or the ability to direct others

Cultural Fit Assessment

Beyond skills and experience, cultural fit determines whether a bar manager will build the team culture you want. Select all indicators that genuinely apply based on your observations throughout the interview and trial.

Shows passion for hospitality - Does this person love the industry, or are they just good at the job? Passionate managers create energy in their teams. Burnt-out managers create compliance without enthusiasm.

Demonstrates commercial mindset - Do they naturally think about the business side? Did they ask about your revenue, GP targets, or growth plans? A commercially-minded bar manager will drive your business forward, not just maintain it.

Leads by example - Based on the trial and their examples, do they practise what they preach? Managers who set standards they don't follow themselves create resentment.

Shows staff development focus - Did they talk about their people with pride? Ask about your training programmes? A manager who genuinely invests in their team builds something lasting.

Interest in industry trends - Do they keep up with what's happening in the bar industry? New spirits, techniques, service trends? A manager who's stopped learning has stopped growing.

Positive attitude toward challenges - Every bar has problems. Did this candidate talk about challenges with energy and problem-solving focus, or with resignation and blame?

Weighted Scoring

The weighted scoring system reflects what matters most for bar manager success. Leadership and commercial acumen are equally weighted at the top because a bar manager must deliver both people results and financial results.

Leadership carries 30% because the bar manager sets the tone for the entire team. Rate 1-5 based on management experience, team development answers, and trial observations. Multiply by 0.30.

Commercial acumen also carries 30% because a bar manager who doesn't understand the numbers can't manage the business. Rate 1-5 based on their financial management answers, commercial awareness during the trial, and understanding of revenue and cost drivers. Multiply by 0.30.

Operations carries 25% because consistent standards drive the customer experience. Rate 1-5 based on operational excellence answers, their approach to systems and processes, and trial observations. Multiply by 0.25.

Cultural fit carries 15% because it determines long-term success and retention. Rate 1-5 based on the cultural fit assessment indicators and your overall impression. Multiply by 0.15.

Add all weighted scores together for the final result. Maximum possible is 5.0.

Interpretation:

• 4.0 and above: Strong hire - offer position with confidence
• 3.5 to 3.9: Hire with development plan - good candidate who may need support in specific areas
• 3.0 to 3.4: Consider second interview - potential but significant questions remain
• Below 3.0: Do not proceed - significant concerns that training cannot address

Customisation tips:

• For revenue-focused roles, increase Commercial Acumen to 0.35 and reduce Operations to 0.20
• For bars with strong existing systems, reduce Operations to 0.20 and increase Leadership to 0.35
• For new openings where culture building is critical, increase Cultural Fit to 0.25 and reduce Commercial Acumen to 0.20
• For bars in turnaround situations, increase Operations to 0.30 and reduce Cultural Fit to 0.10

Final Recommendation

Based on all assessments, select your hiring decision:

• Strong Hire - Offer position immediately: Exceptional candidate with proven management capability across all key areas; move fast before they accept elsewhere
• Hire - Good candidate, offer position: Solid choice who would strengthen your bar operation and bring genuine management depth
• Maybe - Conduct second interview or check references: Potential shown but questions remain - perhaps strong commercially but untested with larger teams, or excellent with people but light on financial experience
• Probably Not - Significant concerns, unlikely to hire: Issues identified that are unlikely to resolve through onboarding; only reconsider if no other candidates
• Do Not Hire - Not suitable for this role: Clear misfit for the bar management role; don't proceed regardless of hiring pressure

Additional Notes

Record any observations, concerns, or follow-up actions that don't fit elsewhere. This might include:

• Specific reference check questions about their P&L management and team retention
• Training needs if hired (your specific POS system, group financial reporting, supplier relationships)
• Salary expectations and notice period discussed
• Notable commercial ideas they mentioned that could benefit your operation
• Concerns to monitor during probation (financial ownership, team development commitment, operational rigour)

What's next

Once you've selected your bar manager, proper onboarding is essential for setting them up to lead your operation effectively. See our guide on Bar Manager onboarding to ensure your new hire takes ownership of the bar from day one and starts delivering results across people, product, and profit.