How to Use the Bar Supervisor Performance Review Template
Recording your performance reviews in Pilla means every assessment, objective, and development conversation is captured in one place. Instead of paper forms that get filed and forgotten, you build a continuous record that connects to one-to-one notes, tracks progress against objectives, and gives both you and your bar supervisor a clear reference point. When promotion or pay decisions come up, the evidence is already documented.
Key Takeaways
- Metrics to Review checklist ensures you gather shift pour cost, cash variance, shift revenue, and team feedback data before writing anything
- Previous Objectives Review documents what was achieved, partially achieved, not achieved, or blocked since the last review
- Technical Competencies assessment covers shift leadership, bartender support, cash handling, service standards, and opening and closing with Exceeds/Meets/Below descriptors
- Behavioural Competencies assessment covers leadership development, problem-solving, peer-to-leader transition, and reliability
- Compliance and Standards confirms licensing, cash security, health and safety, and staff welfare
- Key Achievements and Development Areas use specific evidence, dates, and measurable outcomes
- Objectives for Next Period sets SMART targets covering operational performance and career development
- Overall Assessment selects Exceeds, Meets, or Below expectations as a holistic rating
- Meeting Notes and Review Summary capture the review conversation and agreed next steps
Article Content
Why structured bar supervisor performance reviews matter
Your bar supervisor occupies a transitional role — they're developing leadership skills while still performing as a bartender. A well-written performance review helps them understand where they stand as a leader, not just as a bartender. It separates their supervisory performance from their bartending skills and gives them a clear picture of what they need to develop to progress.
This template walks you through a complete performance review: gathering evidence, assessing competencies, documenting achievements and development areas, setting objectives, and recording the review meeting. Each section is designed to produce a fair, evidence-based assessment that both you and your bar supervisor can reference throughout the next review period.
Metrics to Review
Metrics to Review
Review objectives set at the last performance review. Note which were achieved, partially achieved, not achieved, or blocked.
Before writing any assessment, gather data on each of these metrics. Tick each one as you collect the information. Having the numbers in front of you prevents vague feedback and ensures your assessment is grounded in evidence.
Shift pour cost — Pull pour cost data for the shifts they supervised over the review period. Compare their shifts to shifts run by the bar manager or other supervisors. Pour cost during supervised shifts tells you whether they're maintaining standards when the manager isn't there. If pour costs spike on their shifts, it suggests either over-pouring, weak stock discipline, or insufficient oversight of the team.
Cash variance — Review till variance reports for their shifts. A supervisor who consistently closes with minimal variance is disciplined with cash procedures. Persistent variances — even small ones — suggest either their own handling needs attention or they're not supervising their team's cash discipline. Compare to the venue's acceptable variance threshold.
Shift revenue — Pull revenue data for their supervised shifts and compare to equivalent shifts under other supervisors. Revenue differences between supervisors on similar nights can reveal differences in team energy, upselling culture, and service speed. Adjust for variables like weather, events, and day of week.
Team feedback — Gather informal and formal feedback from bartenders who work under them. Do bartenders feel supported, directed, and fairly treated during their shifts? Team feedback is the most important metric for a supervisor — the numbers tell you about the operation, but the team tells you about the leadership.
Customisation tips:
- For cocktail bars, add cocktail execution consistency (waste, remake rate, presentation standards)
- For high-volume venues, add speed of service metrics (average wait time during peak on their shifts)
- For venues where the supervisor handles events, add event execution scores
- Don't rely solely on numbers — a supervisor with average revenue but strong team feedback may be more valuable long-term than one with high revenue but a team that dreads their shifts
Previous Objectives Review
Review objectives set at the last performance review. Note which were achieved, partially achieved, not achieved, or blocked.
Pull up the objectives from the last performance review. For each one, document whether it was:
- Achieved: They met or exceeded the target — note the evidence
- Partially achieved: Progress made but not complete — note what was done and what remains
- Not achieved: No meaningful progress — understand why before judging
- Blocked: External factors prevented progress — training not provided, authority not clarified, staffing not supported
Be honest about blocked objectives. If you promised to clarify their authority with the team and never did, or said you'd give them a shift without bartending duties and didn't, that's not their failure. Acknowledging your own gaps builds trust and makes the review feel fair.
If this is their first review and no previous objectives exist, note that and use this section to document the baseline you're measuring from going forward.
Technical Competencies
Technical Competencies
Record your rating and evidence for each technical competency. Use specific examples and data.
Assess each competency based on observed behaviour over the full review period — not just the last two weeks. Tick each competency as you assess it.
| Competency | Exceeds expectations | Meets expectations | Below expectations |
|---|---|---|---|
| Shift leadership | Runs shifts confidently, team follows direction, anticipates problems, manages pace and energy | Manages shifts competently, addresses issues as they arise, keeps service running | Defaults to bartending, avoids leadership decisions, shifts feel leaderless |
| Bartender support | Proactively coaches bartenders during shifts, spots struggles early, builds confidence | Supports bartenders when asked, provides reasonable guidance | Doesn't engage with team development, lets bartenders struggle without intervention |
| Cash handling | Zero variance on majority of shifts, enforces cash procedures with team, investigates discrepancies | Acceptable variance, follows procedures, reports issues | Persistent variance, inconsistent procedures, doesn't investigate discrepancies |
| Service standards | Standards are visibly higher on their shifts, corrects issues immediately, sets the tone | Maintains existing standards, addresses obvious problems | Standards slip on their shifts, doesn't correct mistakes, inconsistent expectations |
| Opening and closing | Efficient, thorough, well-documented, team knows their tasks | Completes procedures correctly, reasonable timing | Rushing, missing steps, team confused about responsibilities |
Avoiding common rating errors:
- Recency bias: Check your notes from three months ago. Did they have a strong start that's now forgotten?
- Halo effect: Great bartending skills don't mean great leadership. Rate each competency separately.
- Central tendency: Not everyone "meets expectations." If they've transformed the team's performance on their shifts, say so. If they're not actually supervising, say that too.
Customisation tips:
- For supervisors who also manage events, add event execution as a separate competency
- For venues where supervisors handle supplier deliveries, add stock receiving as a competency
- For newly promoted supervisors in their first review, weight the peer-to-leader transition more heavily than pure operational metrics
Record your rating and evidence for each technical competency. Use specific examples and data.
For each competency, record your rating (Exceeds, Meets, or Below) with specific evidence. Use dates, numbers, and examples rather than general impressions.
Example phrases:
"[Name] ran Saturday shifts with an average pour cost of 22%, compared to the venue average of 24%, indicating strong stock discipline and team oversight."
"[Name]'s cash variance averaged £4.20 per shift, within the acceptable £5 threshold, with zero variances above £10 during the review period."
"[Name] coached two junior bartenders on cocktail technique during quieter periods, both of whom showed measurable improvement in speed and consistency."
"[Name] still defaults to bartending during busy periods rather than stepping back to supervise — observed on four Saturday shifts during the review period."
Behavioural Competencies
Behavioural Competencies
Record your rating and evidence for each behavioural competency. Use specific examples.
Assess each behavioural competency across the full review period.
| Competency | Exceeds expectations | Meets expectations | Below expectations |
|---|---|---|---|
| Leadership development | Growing into the role visibly, seeks feedback, learns from mistakes, inspires team confidence | Developing leadership skills at an appropriate pace, accepts coaching | Resistant to feedback, avoids leadership responsibilities, not developing |
| Problem-solving | Handles unexpected issues calmly and effectively, makes good decisions under pressure | Addresses problems when they arise, escalates appropriately | Freezes under pressure, makes poor decisions, or doesn't address problems at all |
| Peer-to-leader transition | Successfully navigated the shift from peer to leader, manages former colleagues professionally | Making progress with the transition, some awkwardness but improving | Hasn't established authority, still operates as a peer, avoids holding others accountable |
| Reliability | Always punctual, prepared, and dependable, covers shifts at short notice, consistent effort | Generally reliable, occasional issues with good reason | Inconsistent attendance, unreliable on commitments, variable effort |
Record your rating and evidence for each behavioural competency. Use specific examples.
Record your rating and evidence for each behavioural competency using specific examples.
Example phrases:
"[Name] handled a staffing no-show on 14th January by reorganising the bar layout, adjusting roles, and communicating clearly with the team — the shift ran smoothly despite being one person down."
"[Name] struggles with the peer-to-leader transition — observed two occasions where lateness from a former peer was not addressed, and team feedback suggests inconsistent enforcement of standards."
"[Name] sought feedback after a difficult shift on 22nd February, asked what they could have done differently, and implemented the suggestion the following weekend."
Compliance and Standards
Compliance and Standards
Record any compliance concerns, training needs, or positive observations.
Confirm each compliance area has been assessed. Any gaps must be addressed immediately — compliance is pass/fail, not a development area to work on gradually.
Licensing — Do they enforce Challenge 25 on their shifts? Can they recognise signs of intoxication and refuse service when needed? Do they understand the premises licence conditions relevant to their shifts? Do they know when a personal licence holder must be present?
Cash security — Are tills cashed up correctly at the end of their shifts? Do they secure float and takings appropriately? Do they investigate till variances rather than accepting them? Are they aware of and following the venue's cash handling procedures?
Health and safety — Do they conduct safety checks during their shifts? Do they manage glass collection safely? Do they report incidents correctly? Are they aware of cellar safety, slip hazards, and equipment risks?
Staff welfare — Do they ensure breaks are taken during their shifts? Do they manage working hours responsibly? Do they notice when a team member is struggling and respond appropriately? Do they create an environment where people feel safe to raise concerns?
Record any compliance concerns, training needs, or positive observations.
Record any compliance concerns, training gaps, or positive observations. If any area is below standard, document the required action and timeline for resolution. Note any compliance training completed during the review period.
Key Achievements
Document 3-5 specific achievements with evidence, dates, and measurable outcomes.
Document 3-5 specific achievements with evidence, dates, and measurable outcomes. Achievements should be things that went beyond basic job requirements — moments where this bar supervisor created particular value.
How to write strong achievement statements:
- Be specific: dates, numbers, names, outcomes
- Show impact: problems solved, team developed, standards raised
- Use their contribution, not the team's: what did they do?
Example phrases:
"[Name] ran Saturday shifts with an average pour cost 2% below venue average, saving an estimated £400 per month through consistent stock discipline."
"[Name] successfully managed the bar during the bar manager's two-week holiday, with no incidents, on-target revenue, and positive team feedback."
"[Name] coached a struggling junior bartender over six weeks, resulting in them passing their probation review and being moved to busy shifts."
"[Name] achieved 100% cash accuracy on 85% of their shifts during the review period, compared to a venue average of 70%."
"[Name] redesigned the closing procedure, reducing close time from 45 minutes to 30 minutes while maintaining thoroughness."
Customisation tips:
- For newly promoted supervisors, achievements might include successful authority establishment, first difficult conversation handled, or first shift run independently
- For experienced supervisors, focus on team development, process improvement, and commercial contribution
- For supervisors covering management responsibilities, acknowledge the additional scope
Development Areas
Document 2-3 development areas with specific evidence and improvement actions.
Document 2-3 development areas with specific evidence. Each development area should link to a concrete improvement action — not just a label.
How to write constructive development feedback:
- Focus on behaviour and outcomes, not personality
- Use specific evidence: dates, observations, data
- Connect each area to an action or opportunity
- Be direct but fair — vague feedback helps nobody
Example phrases:
"[Name] still defaults to bartending during peak service rather than supervising — observed on four busy shifts during the review period. Needs to build confidence in stepping back from the bar."
"[Name] avoids addressing lateness with former peers. Two bartenders were late on three occasions each during the period, with no documented follow-up."
"[Name]'s handover notes are inconsistent — incoming supervisors have reported being unclear about outstanding issues on three occasions."
"[Name]'s shift revenue averages 8% below the bar manager's equivalent shifts, suggesting opportunities to improve team energy and upselling culture."
Objectives for Next Period
Write SMART objectives for the next review period. Include both operational targets and development goals.
Set 3-5 SMART objectives (Specific, Measurable, Achievable, Relevant, Time-bound) that connect to both the development areas above and their career interests.
Operational target examples:
"Achieve pour cost within 1% of bar manager's shifts on at least 80% of supervised shifts during the review period."
"Maintain cash variance below £5 on 90% of supervised shifts through consistent enforcement of cash procedures."
"Run at least two shifts per month as sole supervisor without bar manager on-site, with no escalated incidents."
Development goal examples:
"Complete a formal feedback conversation with at least one team member per month, documented in one-to-one notes."
"Shadow the bar manager on three stock ordering and supplier meetings during the review period."
"Attend one industry event or training session during the review period and share key takeaways with the team."
Connecting objectives to career progression:
| Current role | Typical next step | What to assess |
|---|---|---|
| Bar Supervisor | Bar Manager | Commercial understanding, team development capability, autonomous decision-making, operational ownership beyond single shifts |
If they want to become a bar manager, include objectives that build commercial awareness — stock control, P&L understanding, supplier relationships. If they prefer to stay as a senior supervisor, focus on mastery — advanced cocktail skills, training qualifications, and shift excellence.
Overall Assessment
Select the overall performance rating based on the full assessment.
Record the discussion from the review meeting, including their response and any context they provide.
Select the overall performance rating based on the full assessment. This is a holistic judgement, not a simple average of individual competency ratings.
Exceeds expectations — Consistently runs strong shifts, develops team members, maintains excellent standards, and shows clear leadership growth. This bar supervisor is ready for increased responsibility and is on track for bar management.
Meets expectations — Runs shifts competently, maintains standards, and is developing at an appropriate pace. Some areas need work but the trajectory is positive. This is solid, dependable supervision.
Below expectations — Shifts lack leadership, standards are inconsistent, the peer-to-leader transition hasn't landed, or key metrics are falling short. Improvement is needed with clear support and timelines.
Be honest. Rating everyone as "Meets expectations" helps nobody. If they've transformed their shifts and developed three bartenders, that exceeds expectations. If they're still just bartending with a supervisor title, name it — with the support plan to change it.
Meeting Notes
Record the discussion from the review meeting, including their response and any context they provide.
Schedule at least 45 minutes for the review conversation — 30 for discussion, 15 for buffer. Meet outside service hours in a private space.
How to conduct the meeting:
Give them the written review to read for 5-10 minutes. Don't hover — get them a drink and let them absorb it privately. When they've read it, ask: "What are your thoughts? Does this feel fair?" Then listen. Don't defend immediately — understand their perspective first.
Bar supervisors may feel defensive about the peer-to-leader competency — it's personal in a way that other competencies aren't. Handle this area with particular care. If they disagree with your assessment, ask for their examples and be genuinely willing to adjust.
The goal is a document both parties consider fair and accurate — not necessarily one they're delighted about.
What to record: Their response to each section, any context they provided that changes your assessment, points of agreement and disagreement, and their reaction to the objectives set.
Review Summary
Summarise agreed actions, amendments made during the meeting, and next steps.
Summarise the agreed outcome: amendments made during the meeting, final objectives confirmed, next steps, and when objective check-ins will happen.
Both parties should sign and date the final document. Give them a copy. The signature means "I have read and understood this review" — not necessarily "I agree with everything."
Follow-through matters: Schedule brief objective check-ins in your regular one-to-ones. "How did the feedback conversation go this week?" and "I noticed your shift pour costs are trending down — what are you doing differently?" keep objectives alive rather than letting them gather dust until the next formal review.
Be transparent about how this review connects to pay and progression decisions. If a strong review is the path to bar management, say so explicitly.
What's next
Performance reviews are most effective when they connect to ongoing one-to-one conversations. The evidence you need for a fair review should already exist in your one-to-one notes.
- Read our Bar Supervisor one-to-one guide for how to run the weekly conversations that feed into this review
- Check out our Bar Supervisor job description for the full scope of responsibilities
- See our Bar Supervisor onboarding guide if you're reviewing someone still in their first 90 days