How to Record a Bar Supervisor Video Job Ad

Bar supervisor sits in an awkward middle ground. It's more than bartending—you're responsible for the shift, the team, the cash, the problems. But it's less than management—you probably don't own the P&L, set strategy, or have final hiring authority. The candidates who thrive in this role are those ready for leadership but still learning, or those who want shift responsibility without full management burden. Your video job ad needs to be clear about which version of supervisor you're offering, because the role varies enormously between venues.

Step 1: Open with the Opportunity

Supervisor candidates typically fall into two categories: bartenders looking to step up, or people who want responsibility without full management. Speak to whichever you're targeting.

For progression-focused candidates: Position this as a management pathway. What will they learn? What exposure to P&L, ordering, rota management will they get? Is there a clear route to bar manager, and what does that timeline typically look like? If your last supervisor became manager in 18 months, say so.

These candidates are investing in their career. They want to know supervisor isn't a dead end but a stepping stone.

For responsibility-without-burnout candidates: Some excellent hospitality people want shift ownership without the demands of full management. They don't want to work 55-hour weeks, manage spreadsheets, or attend area meetings. They want to run good services, lead small teams, and go home.

This is legitimate. If your supervisor role is genuinely more sustainable than management, that's a selling point for this audience.

The shift ownership angle: Supervisor often means being the senior person on shift—the one who makes decisions when problems arise, who the team looks to, who locks up at night. For people ready for that responsibility, it's the main appeal. Being trusted to run the show, even within someone else's structure.

Step 2: Show Your Bar's Environment

Film the bar during service when a supervisor would be on shift. Candidates need to see the operation they'd be responsible for.

Scale and pace: How busy does it get? What's the team size during peak? Supervisor in a three-person operation is different from supervisor coordinating eight bartenders and barbacks. Show the reality of what they'd oversee.

The team they'd lead: Who works the shifts they'd supervise? Experienced bartenders who need light oversight, or junior staff needing constant support? The team composition shapes the role entirely.

The manager relationship: Is there a manager on every shift, or does the supervisor run shifts independently? How much autonomy exists when they're in charge? What decisions can they make, and what requires escalation?

Back-of-house: Stock areas, office if they'll use it, cash handling setup, security arrangements. Supervisors often handle operational elements bartenders don't see.

Step 3: Paint a Picture of the Role

Supervisor responsibilities vary enormously. Be specific about what yours involves.

Shift leadership: Running the floor during assigned shifts. Making real-time decisions about staffing, breaks, section allocation. Being the escalation point when problems arise. Setting the tone and pace for the team.

What authority do they have during their shifts? Can they cut staff if it's quiet? Call in extra if it's busy? Make guest recovery decisions?

Team supervision: Day-to-day team coordination rather than long-term management. Allocating tasks during shifts. Addressing immediate performance issues. On-the-job training and correction. Communicating standards and providing feedback.

Do they input into hiring? Performance reviews? Or is people management reserved for the manager?

Cash and security: Shift cash-ups and banking responsibility. Till discrepancy investigation. Float management. Key holding and premises security. Late-night closure procedures.

This operational responsibility is often where supervisor differs most from bartending.

Stock and ordering: Stock takes—how frequently, and with what system? Ordering—do they place orders or just flag needs? Goods-in and checking deliveries. Wastage monitoring.

Opening and closing: Opening supervision—is the bar ready, are standards met, is the team prepared? Closing procedures—cash, security, cleaning standards, setting alarms.

Still bartending: Most supervisors work behind the bar during shifts alongside their team. The ratio matters: 80% bartending with some oversight, or genuine supervisory role with some bar work? Be clear.

Paperwork and admin: What administrative load exists? Incident reports, maintenance requests, handover notes? Is there significant computer work, or is it operationally focused?

Step 4: What Supervision Actually Requires

The jump from bartender to supervisor requires different skills. Technical ability isn't enough.

Leadership without full authority: Supervisors lead teams but often can't hire, fire, or give raises. They need to motivate and direct people through influence rather than positional power. This is harder than it sounds—not everyone who's a good bartender can lead peers.

Calm under pressure: When things go wrong during a shift—customer incident, staff no-show, equipment failure—the supervisor handles it. The ability to stay composed, make decisions, and project confidence matters more than always having the right answer.

Service excellence first: Supervisors still need to be excellent bartenders. They're often the most skilled person on shift and set the standard through their own work. Technical credibility matters for leading the team.

Administrative capability: Cash handling accuracy. Following procedures for opening, closing, banking. Basic computer literacy for reports or systems. Attention to detail on the operational side.

Communication across levels: Supervisors communicate up to management and down to their team. They need to relay information accurately, flag problems appropriately, and represent management decisions to staff even when they disagree.

Experience calibration: What level of experience do you actually need? A year of bartending? Previous supervisory experience? Specific technical skills? Be realistic—you might be developing someone into supervision rather than hiring ready-made.

Personality for responsibility: Some people want responsibility; others avoid it. Some handle pressure well; others crumble. Some can direct peers; others struggle with authority. Beyond skills, you're assessing whether someone is ready for and suited to leadership.

Step 5: Make the Offer Compelling

Supervisor compensation should recognise the additional responsibility without management-level expectations.

UK compensation context:

• Bar Supervisor: £12-15/hour, or £26,000-32,000 salary
• Senior Supervisor/Assistant Manager: £13-16/hour, or £28,000-35,000

The gap between bartender and supervisor should be meaningful. If it's only £1/hour more for significantly more responsibility, good candidates won't step up.

Tips and service charge: How does this work for supervisors versus bartenders? Same pool, higher percentage, or different arrangement? Be specific—this significantly affects total compensation.

Schedule considerations: Which shifts do supervisors typically work? Are they always closers? Always weekends? Or spread across the rota? How many hours weekly—contracted and typical actual?

Supervisor schedules often include more late nights and weekends than bartender rotas. If that's true, be honest.

What's different from bartending: Beyond pay, what does step-up offer? Key holding and trusted access. Decision-making authority. Training and development specifically for progression. More predictable scheduling perhaps. Recognition and status.

Development pathway: What training do supervisors receive? Management skills development, external courses, mentorship? What does progression look like—assistant manager, manager, what timeline?

If supervisor is a genuine stepping stone, describe the path. If it's often a permanent role, be honest about that too.

Benefits package: Does supervisor level unlock different benefits than bartender? Healthcare, enhanced pension, additional holiday? These differentiators help justify the step-up.

Step 6: How to Apply

Supervisor applications can come from internal candidates or external—tailor accordingly.

For external candidates: CV highlighting supervisory or leadership experience specifically. A note on why they want to step up, or why they're moving from current supervision role. Availability and notice period.

For internal candidates: Different conversation—expression of interest, discussion of readiness, development plan. Your job ad might prompt internal applications you weren't expecting.

What you're assessing: Leadership potential—can they direct a team? Reliability and responsibility—can they be trusted with keys and cash? Service standards—are they excellent themselves? Composure—how do they handle pressure and problems? Development readiness—are they prepared to learn management skills?

Trial or shadow shifts: Seeing someone supervise is more informative than interviews. Shadow shifts with current supervisors. Trial shifts in a supervisory capacity on quieter nights. Assessment during real operational pressure.

Honest conversation about expectations: Supervisor candidates often underestimate the responsibility increase or overestimate the glamour. Honest conversations about what the role actually involves—the difficult parts, not just the appealing parts—lead to better outcomes.

Timeline: If promoting internally, what's the development period before full supervisor responsibility? If hiring externally, what onboarding exists before independent shifts?

The supervisor role is where many hospitality careers are made or broken. Candidates who succeed often become your future managers; those who struggle may leave the industry. Taking selection seriously benefits everyone.