How to Use the Chef de Partie 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 chef de partie a clear reference point. When pay or progression decisions come up, the evidence is already documented.
Key Takeaways
- Metrics to Review checklist ensures you gather section consistency, food cost percentage, prep completion rate, and service timing 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 section management, dish consistency, prep completion, service timing, and commis development with Exceeds/Meets/Below descriptors
- Behavioural Competencies assessment covers teamwork, reliability, initiative, and communication
- Compliance and Standards confirms food safety, HACCP, cleanliness, equipment safety, and supervision
- 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 chef de partie performance reviews matter
Your chefs de partie own the sections that define your kitchen's output. A well-written performance review helps them understand exactly where they stand, what they're doing well, and what they need to work on. Unlike a quick word at the pass between services, a formal review creates a record, sets clear expectations, and connects their performance to career progression — typically toward sous chef.
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 chef de partie 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.
Section consistency — Review dish quality records across the full review period. How often are dishes from their section sent back, refired, or flagged at the pass? A CDP with near-zero refires over hundreds of covers is maintaining exceptional standards. Increasing refires suggest declining attention, fatigue, or a training gap. Compare to other sections on the same service — a section running 200 covers per night has different pressure than one running 80.
Food cost percentage — Pull their section's food cost data from your kitchen management system or stock records. Compare against the target and against previous periods. A CDP who consistently hits 28% when the target is 30% is managing their section's resources well — controlled portions, minimal waste, smart prep. A CDP running at 35% needs investigation: over-portioning, waste, or poor ordering.
Prep completion rate — Track how often they complete their mise en place before service starts. A CDP who's ready every time has mastered their section's workflow. One who's consistently scrambling at service start has a systemic issue — either the workload is wrong or their time management needs support. Don't just note whether they finish — note how early or late.
Service timing — Review average ticket times for dishes from their section, particularly during peak service. Consistent, predictable timing is what allows the pass to orchestrate a smooth service. A CDP whose ticket times spike during rushes may need section redesign or additional support rather than just encouragement to go faster.
Customisation tips:
- For fine dining kitchens, add plating consistency scores and tasting menu synchronisation accuracy
- For high-volume kitchens, weight prep completion and service timing more heavily — speed and consistency matter most
- For kitchens with complex menus, consider tracking competence across dish complexity levels
- Don't rely on a single metric — a CDP with slightly higher food cost but exceptional consistency and zero refires may be spending appropriately on quality
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, section rotation denied, commis not assigned
Be honest about blocked objectives. If you promised a section rotation that never happened, or said you'd arrange a stage at another kitchen 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 |
|---|---|---|---|
| Section management | Runs the section independently under all conditions, anticipates demand, manages mise en place perfectly, needs no intervention during service | Manages the section competently during normal service, occasional support needed during peak, prep is generally complete | Frequently needs help during service, section falls behind, prep incomplete, relies on colleagues to cover gaps |
| Dish consistency | Every plate is identical in quality, presentation, and portioning, zero refires attributable to execution, maintains standard regardless of volume | Dishes are consistently good, occasional minor variations during peak, rare refires with immediate correction | Inconsistent plating, noticeable quality variation between covers, frequent refires, standards drop under pressure |
| Prep completion | Mise en place always complete before service, prep list managed proactively, waste minimised, commis directed effectively on prep tasks | Prep completed on time with occasional time pressure, reasonable waste levels, manages the prep list adequately | Regularly walks into service behind on prep, excessive waste, poor prioritisation, commis not used effectively |
| Service timing | Hits timing calls consistently, coordinates perfectly with other sections, never holds up the pass, adapts to pace changes seamlessly | Generally good timing, occasional delays during peak, communicates proactively when falling behind | Regularly late on timing calls, holds up the pass, doesn't communicate delays, other sections affected |
| Commis development | Actively teaches commis, delegates appropriately, develops their skills systematically, commis visibly improves under their supervision | Supervises commis adequately, corrects mistakes, provides basic training, commis performs to standard | Ignores commis development, does everything themselves, doesn't delegate or teach, commis doesn't improve |
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: Excellent dish consistency doesn't mean excellent commis development. Rate each competency separately.
- Central tendency: Not everyone "meets expectations." If they're exceptional at section management, say so. If they're struggling with commis development, say that too.
Customisation tips:
- For fine dining kitchens, add plating artistry and tasting menu execution as separate competencies
- For high-volume kitchens, weight service timing and section management more heavily
- For kitchens where CDPs develop menus, add menu development contribution as a competency
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] maintained zero refires on their section across the full review period while running an average of 120 covers per service — exceptional consistency under sustained pressure."
"[Name]'s prep completion rate declined during the second half of the review period, walking into service incomplete on four observed occasions, leading to quality issues during the first 30 minutes of each service."
"[Name] developed their commis from basic prep to running the section independently during quiet services within three months — a genuine transformation that freed [Name] to focus on quality and training."
"[Name] struggled with service timing during peak periods, holding up the pass on three Saturday services and requiring intervention from the sous chef."
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 |
|---|---|---|---|
| Teamwork | Helps other sections without being asked, communicates proactively, positive presence in the kitchen, shares knowledge and techniques | Works alongside other CDPs smoothly, helps when asked, communicates adequately during service | Works in isolation, doesn't help other sections, creates friction, poor communication during service |
| Reliability | Never late, always ready for prep, stays when needed, covers for absent colleagues, consistent effort regardless of how busy or quiet the service | Punctual and prepared, occasional lateness with good reason, reasonable flexibility | Frequent lateness, leaves on time regardless of service state, inconsistent effort, unreliable during pressure |
| Initiative | Spots problems before they happen, suggests menu improvements, identifies waste reduction opportunities, takes ownership beyond their section | Completes their section responsibilities well, follows up on requests, asks good questions | Waits to be told, misses obvious issues on their section, needs constant direction, doesn't think beyond their immediate tasks |
| Communication | Clear calls during service, excellent handovers, communicates timing and issues proactively, gives constructive feedback to commis, raises concerns appropriately | Communicates adequately during service, passes on information, handles basic handovers | Poor communication during service, doesn't call timings, silent when falling behind, doesn't communicate issues to the pass |
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] achieved 100% attendance during the review period, covering two additional doubles at short notice during the Christmas peak when other CDPs called in sick."
"[Name] tends to go silent when their section is in trouble during service rather than calling for help — observed on three occasions where timings slipped without communication to the pass."
"[Name] proactively identified a £200/week waste issue on their section by tracking trim waste, then proposed and implemented a solution that recouped the cost through staff meals and stock reuse."
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.
Food safety — Do they follow food safety procedures consistently? Can they handle allergens correctly, including cross-contamination prevention? Do they understand and follow cooking temperature requirements? Do they label and date all prep correctly? As a CDP, they're responsible for food safety on their entire section — including their commis's work.
HACCP — Do they understand the HACCP principles relevant to their section? Can they identify critical control points in their daily work? Do they complete HACCP documentation accurately? Do they know what to do when a critical control point is breached? HACCP compliance is non-negotiable — a CDP who doesn't understand it is a risk to the entire operation.
Cleanliness — Is their section clean throughout service, not just at the start? Do they maintain separation between raw and cooked items? Is their personal hygiene consistent? Do they clean as they go, or does their section become chaotic during service? A clean section is a safer, faster, more efficient section.
Equipment safety — Do they use kitchen equipment safely and maintain it appropriately? Do they report faults immediately? Can they identify when equipment is unsafe to use? Do they ensure their commis follows equipment safety procedures? Equipment misuse in a kitchen can cause serious injury.
Supervision — As a CDP, they have supervisory responsibility for their commis. Do they ensure their commis follows all compliance procedures? Do they correct non-compliance immediately? Do they lead by example? A CDP who cuts corners on compliance while telling their commis to follow the rules undermines the entire system.
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 chef de partie created particular value.
How to write strong achievement statements:
- Be specific: dates, numbers, names, outcomes
- Show impact: quality maintained, costs reduced, team developed
- Use their contribution, not the team's: what did they do?
Example phrases:
"[Name] maintained zero refires across the entire review period while their section handled an average of 120 covers per service — the best consistency record of any CDP during this period."
"[Name] reduced their section's food cost from 32% to 27% over the review period by implementing portion controls and reducing prep waste, saving approximately £3,000."
"[Name] developed and tested three dishes for the spring menu, two of which were selected by the head chef and have become consistent sellers."
"[Name] trained their commis from basic prep to independently running the section during quiet services — the commis passed their six-month review with strong feedback."
"[Name] managed the kitchen single-handedly during a Saturday service when the sous chef was absent, running all sections through the pass with zero issues."
Customisation tips:
- For fine dining kitchens, achievements might include tasting menu development, guest chef collaborations, or Michelin-level consistency
- For high-volume kitchens, focus on efficiency improvements, waste reduction, and service speed
- For new CDPs in their first review, acknowledge the transition from commis and highlight section ownership development
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]'s commis development needs attention — the commis has not progressed beyond basic prep after four months under [Name]'s supervision, suggesting insufficient delegation and teaching."
"[Name] struggled with service timing during peak periods, holding up the pass on four occasions and requiring sous chef intervention to get the section back on track."
"[Name]'s food cost on their section remains 4% above target despite coaching, primarily due to over-portioning on the main protein component."
"[Name] tends to go quiet during service rather than communicating when falling behind — this created knock-on delays for other sections on three observed occasions."
"[Name]'s prep completion rate declined during the second half of the review period, with four services starting behind on mise en place."
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:
"Reduce section food cost from 32% to 28% by end of Q2 through portion standardisation and prep waste tracking."
"Maintain zero refires for the entire review period while handling increased covers from the new private dining room."
"Complete mise en place before service for every shift during the review period, with commis contributing at least 40% of prep tasks."
Development goal examples:
"Develop the section commis to independently manage prep for a full service by end of Q2, evidenced by the commis completing prep to standard without CDP intervention."
"Contribute at least two dishes to the next menu cycle, including full costing and plating specification."
"Shadow the sous chef for at least four shifts during the review period to develop ordering, cost management, and full-kitchen coordination skills."
Connecting objectives to career progression:
| Current role | Typical next step | What to assess |
|---|---|---|
| Chef de Partie | Sous Chef | Multi-section management, kitchen leadership, cost control, menu development, ability to run the pass, commis and CDP development, supplier relationships |
If they want to become a sous chef, include leadership-building and operational objectives. If they want to master their section or explore a different cuisine, focus on depth and exposure goals. Set targets that stretch but don't break — if current food cost is 32%, aiming for 22% in three months is unrealistic; 28% is challenging but achievable.
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 performs above the standard required. Demonstrates excellence across most competencies, makes a measurable positive impact on kitchen output and quality, develops their commis effectively, and is building skills beyond their current role. This chef de partie is a genuine asset who raises the standard for the kitchen.
Meets expectations — Reliably performs the role to the required standard. Manages their section competently, maintains dish quality and timing, and contributes positively to the kitchen team. Development areas exist but don't undermine overall effectiveness. This is solid, dependable performance.
Below expectations — Performance falls short of the required standard in one or more significant areas. Development areas are affecting dish quality, service timing, or kitchen operations. Improvement is needed with clear support and timelines.
Be honest. Rating everyone as "Meets expectations" helps nobody. If they're exceptional, recognise it. If they're struggling, name it — with the support plan to address 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 between services in a private space away from the kitchen.
How to conduct the meeting:
Give them the written review to read for 5-10 minutes. Don't hover — get them a coffee 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.
If they raise valid points, amend the document. If you noted "struggling with service timing" but they explain they were covering two sections for three weeks because of a staffing gap, that context matters — add it. If you disagree, explain your reasoning calmly with data.
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's the commis development going?" and "I noticed your food cost is down — what have you changed?" 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 performance reviews influence pay rises or sous chef consideration, say so — now, not at the next review.
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 Chef de Partie one-to-one guide for how to run the weekly conversations that feed into this review
- Check out our Chef de Partie job description for the full scope of responsibilities
- See our Chef de Partie onboarding guide if you're reviewing someone still in their first 90 days