How to Use the Commis Chef One-to-One Template

Why structured commis chef one-to-ones matter

Your commis chefs are learning the fundamentals of professional cooking under intense pressure. They arrive early, prep for hours, support sections during service, and clean down at the end — often without anyone checking whether they're developing, struggling, or planning to leave. When they're progressing, your kitchen runs smoother and your pipeline of future CDPs strengthens. When they're stuck or frustrated, prep quality drops, mistakes multiply, and you lose them to another kitchen.

The challenge is that commis chefs rarely speak up. They're the most junior people in the brigade, working in a hierarchical environment where asking questions can feel like admitting weakness. Without intentional one-to-ones, you'll only discover problems when standards slip — or when they stop turning up.

This template structures your weekly conversations around the areas that matter most for commis chef 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 commis chef 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 let them try a new section or speak to the CDP about their feedback, 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 their prep completion from the past week. Were there any dishes sent back that originated from their station? Has the CDP mentioned anything about their speed or accuracy? Check whether they've completed any training tasks you set. 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 service and prep. Did they handle a busy service well? Were they struggling with a particular technique? Did they help a colleague or seem disengaged during a quiet period? Write down two or three specific observations before the meeting.

Send agenda prompt to employee ahead of time — Text them after service: "Hey — we're catching up tomorrow at 3. Anything from the last few days I should know about?" This gives them time to think. Commis chefs spend shifts executing tasks under pressure; asking them to suddenly reflect requires mental preparation. If they reply "all good," try: "What was the hardest thing you had to prep this week?" Everyone has one.

Customisation tips:

• Schedule at the same time weekly — 3pm works well, after lunch service cleanup and before evening prep starts
• 10-15 minutes is enough for a weekly check-in. Don't let it stretch into a 45-minute session unless something significant comes up
• Find a quiet corner of the kitchen or sit in the staff area. Don't use a formal office — it feels disciplinary for someone junior. Grab two drinks and keep it informal
• For the first 90 days, keep these weekly without exception. After that, you can move to fortnightly if they prefer — but ask first

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: "Talk me through your prep yesterday — what took longer than you expected?" The specific framing works because "How was your week?" is too vague for someone who spent it dicing onions and portioning proteins.

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 — recipe changes, station assignments, feedback from the CDP — mention them at the start so they know it's coming, then let them go first: "I want to talk about the new dessert prep before we finish, but first — what's been on your mind since last week?"

What to record: Their exact concerns in their own words. Don't paraphrase into management language — "I keep getting told off for my brunoise but nobody shows me properly" captures reality better than "discussed knife skills development."

Role Performance

These four questions are designed to uncover how the role actually feels from your commis chef's position. Work through each one during the conversation and tick it off as you cover it.

"What's one thing you wish you could do faster?"

This reveals where they feel the gap between their current ability and where they want to be. A commis who says "brunoise" knows they're slow at fine knife work. One who says "setting up my section" is struggling with organisation. One who says "nothing" either lacks self-awareness or doesn't trust you enough to be honest. The answer tells you exactly where to direct development time.

What good answers sound like:

• Names a specific task or technique with genuine self-awareness
• Shows frustration at their own pace rather than blaming the system
• Connects speed to the impact on service or the team

What to do with the answer: Turn it into a micro-goal. If they want faster prep, time them today, set a target for next week, and check in. Practical improvement plans work better than general encouragement.

"Walk me through your prep list for today. What takes the longest?"

This surfaces whether they understand their own workflow and where bottlenecks sit. A commis who can articulate their prep list is developing planning skills. One who can't may be following instructions without understanding the sequence. The "what takes longest" follow-up identifies specific efficiency opportunities.

What good answers sound like:

• Walks through the list in a logical order, showing they understand the sequence
• Identifies the bottleneck honestly rather than saying "it's all fine"
• Mentions what they've tried to speed up the slow item

What to do with the answer: If the bottleneck is technique, schedule time with a senior chef to demonstrate. If it's equipment access, fix the scheduling. If it's volume, check whether the prep list is fair for their experience level.

"What's the most useful thing you've learned in the last week?"

This measures whether they're actively developing or just going through the motions. A commis who can name something specific — a technique from the CDP, a shortcut from another commis, something they figured out — is engaged and learning. A commis who can't think of anything may be in a rut where every day feels the same.

What good answers sound like:

• Names something specific and practical they picked up
• Shows enthusiasm about getting better rather than just surviving shifts
• Credits the person who taught them, indicating good team relationships

What to do with the answer: Acknowledge it, then build on it. "That's useful — do you want to try applying that to [related task] this week?" Keep the learning cycle moving. If they can't name anything, ask what they'd like to learn — the absence of learning is worth exploring.

"Is there any equipment you're not confident using? Anything you avoid if you can?"

This uncovers safety and competence gaps that commis chefs won't voluntarily admit. They'll quietly avoid the mandoline, the Robot Coupe, or the blast chiller rather than admitting they're uncomfortable. This question gives them permission to be honest without it feeling like a failure.

What good answers sound like:

• Names specific equipment honestly rather than claiming confidence with everything
• Describes what makes them uncomfortable (speed, blade proximity, unfamiliarity)
• Shows willingness to learn rather than permanent avoidance

What to do with the answer: Schedule supervised practice. Don't just tell them to use it more — watch them use it, correct their technique, and sign off their competence. Equipment avoidance is a safety issue that needs proper resolution.

Record the key points from your discussion, focusing on skill gaps and development opportunities. Note specific tasks they mentioned struggling with — these are valuable evidence for performance reviews. If they mentioned a technique they've improved or a piece of equipment they're avoiding, capture that detail.

Team and Relationships

These questions surface the dynamics that affect a commis chef's development — their relationship with their CDP, feedback quality, psychological safety, and learning environment.

"How's working with your CDP going? Do you feel like you understand what they want from you?"

The CDP relationship is the most important working relationship for a commis chef. A good CDP teaches, corrects, and develops. A poor one creates confusion, anxiety, and mistakes. This question reveals whether the commis understands expectations and whether the CDP is communicating them clearly.

What good answers sound like:

• Describes the relationship with specific examples of good or poor communication
• Shows understanding of the CDP's standards and expectations
• Distinguishes between strict-but-fair and unclear-or-unfair

What to do with the answer: If the relationship is working, reinforce it. If there's confusion about expectations, mediate — it's often a communication gap, not a personality clash. If the CDP is genuinely failing to develop the commis, that's a conversation you need to have with the CDP.

"When you make a mistake, how does feedback usually come? Is it helpful or does it just make you feel bad?"

This reveals the feedback culture your commis experiences. Kitchens can be harsh environments, and the line between constructive correction and demoralising criticism is often crossed. A commis who dreads making mistakes won't take risks, won't learn, and won't develop. One who feels feedback is fair and useful will improve rapidly.

What good answers sound like:

• Honest about how feedback feels rather than just saying "it's fine"
• Can distinguish between feedback that helped them improve and feedback that just felt punishing
• Shows resilience while being truthful about difficult moments

What to do with the answer: If feedback is landing well, acknowledge the seniors doing it right. If it's not, address it. A commis chef shouldn't be shouted at for a mistake they weren't trained to avoid. Set expectations with your CDPs about how they correct commis work.

"Do you feel like you can ask questions when you're not sure, or do you feel like you should already know?"

This is about psychological safety — the single biggest factor in a junior chef's development. If they feel they can ask without being judged, they'll learn faster and make fewer serious mistakes. If they feel they should already know, they'll guess, get things wrong, and hide errors.

What good answers sound like:

• Honest about whether they ask questions or stay quiet
• Names specific situations where they did or didn't feel comfortable asking
• Shows awareness of when asking is important (allergens, techniques, safety)

What to do with the answer: If they don't feel safe asking, that's a culture problem you need to fix — not just for this commis but for everyone. Make it explicit: "I'd rather you ask a question than guess. Every time." Model it yourself by asking questions in front of the team.

"Who in the kitchen do you learn the most from? What makes them good to learn from?"

This identifies your best informal trainers and reveals what teaching style works for this commis. The answer also tells you about the social dynamics of your kitchen — who the commis gravitates toward and why.

What good answers sound like:

• Names a specific person with genuine reasons why they're good to learn from
• Describes what makes the teaching effective (patience, clarity, demonstrations)
• Shows they're actively seeking to learn from colleagues

What to do with the answer: Pair them with that person more often. Also learn from the answer — if the best informal trainer is the person who shows rather than tells, that's useful feedback for how your whole team should approach training.

Capture the team dynamics discussed, any CDP relationship insights, and concerns about feedback culture. Note who they learn from best — this is useful for scheduling and pairing decisions.

Growth and Development

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

"Where do you want to be in two years — still a commis, CDP, somewhere else entirely?"

There's no wrong answer, but the answer changes everything about how you develop them. A commis aiming for CDP needs section mastery, recipe development exposure, and increasing independence. One who wants to be a pastry chef needs a different path entirely. One who's using this as a stepping stone to something outside kitchens still deserves investment — you'll get better work from an engaged short-term employee than a disengaged long-term one.

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 kitchen
• Shows they've thought about it rather than just shrugging

What to do with the answer: If they want CDP, build a clear pathway — specific skills to develop, sections to master, timelines. If they're unsure, help them explore. If they're planning to leave, ask what would make them stay. Either way, invest in them now.

"What's something you want to learn how to cook that you haven't tried yet?"

This reveals their culinary curiosity and ambition. A commis who names something specific — "I want to learn how to make proper pasta from scratch" or "I've never worked with game" — is engaged and hungry to develop. One who can't think of anything may need more exposure to what's possible.

What good answers sound like:

• Names something specific and shows genuine excitement about it
• Connects it to what they've seen in the kitchen or eaten elsewhere
• Shows initiative in their own development

What to do with the answer: Find a way to make it happen, even in a small way. If they want to learn butchery, let them shadow the head chef during a whole-animal breakdown. If it's pastry, give them a dessert component to own. Small experiences like these build loyalty and skills simultaneously.

"If you could spend a day on any section in this kitchen, which would it be?"

This tells you where their interest lies and which section they'd be most motivated to learn. It also reveals whether they've been watching the rest of the kitchen with curiosity or just focused on their own tasks. A commis who names a section they've never worked shows ambition; one who names their current section may be comfortable but not stretching.

What good answers sound like:

• Names a specific section with reasons for their interest
• Shows they've been observing other sections during service
• Connects it to their broader career goals

What to do with the answer: Schedule a trial day or shift on that section when operationally possible. Cross-section exposure is one of the best development tools for commis chefs and costs you nothing but planning.

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

Wellbeing and Support

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

"What's the most frustrating part of your day? The thing that makes you think 'this is annoying'?"

This cuts through politeness to their top frustration. Whatever they name is the thing most likely to make them leave if it's not addressed. For commis chefs, it's often something specific and fixable — broken equipment, an unclear prep list, or being given tasks with no instruction.

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 it's a broken peeler, replace it today. If it's unclear prep lists, fix the system. If you can't fix it, explain why and offer alternatives. Speed of response matters more than the outcome.

"Do you have everything you need to do your job? Equipment, ingredients, enough time?"

This surfaces practical barriers to performance. Commis chefs often work with the worst equipment — blunt knives, missing containers, shared tools that are never available. They won't complain because they think it's normal. This question gives them permission to name what's missing.

What good answers sound like:

• Names specific missing items or problems rather than saying "it's fine"
• Distinguishes between inconveniences and genuine barriers to doing good work
• Shows they've tried to work around the problem before raising it

What to do with the answer: Provide what they need. If it's equipment, budget for it. If it's time, review the prep list. If it's ingredients, check ordering. A commis who has the right tools does better work and feels valued.

"Are you getting enough sleep? How's the schedule working for you physically?"

Commis chefs often work the longest hours for the least pay. Split shifts, early starts followed by late finishes, and inadequate breaks take a physical toll that directly affects performance and retention. This question checks whether their schedule is sustainable.

What good answers sound like:

• Honest about energy levels rather than performing toughness
• Identifies specific shifts or patterns that drain them
• Distinguishes between "good tired" (busy but satisfying) and "bad tired" (exhausted and resentful)

What to do with the answer: If they're exhausted, look at their schedule. Review split shifts, consecutive days, and overall hours. Small adjustments — avoiding back-to-back doubles, ensuring proper break times — can prevent burnout.

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

This 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 you to show me how to use the Robot Coupe properly" 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 energy levels, frustrations, and support requests. Flag anything that suggests burnout 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.

Maintaining usual prep speed and quality — Are they keeping up with their prep list to the standard you expect, or has output slipped? A commis whose prep speed drops noticeably may be disengaged, overwhelmed, or dealing with something outside work. Compare against their own baseline, not against more experienced chefs.

Making fewer mistakes than a month ago — Are they improving over time? A commis who made five mistakes a month ago and makes three now is developing. One who's flat-lined or getting worse needs attention. Track this mentally or in your notes — the trajectory matters more than the absolute number.

Actively asking questions and staying curious — Are they still asking "why do we do it this way?" and "can I try that?" A commis who stops asking questions has either mastered everything (unlikely) or stopped caring. Curiosity is the clearest engagement signal in a junior chef.

Engaging with tasks rather than avoiding them — Do they tackle their prep list with energy, or do they drag their feet on tasks they don't enjoy? Everyone avoids some tasks, but a commis who consistently avoids difficult ones is either lacking confidence or losing motivation.

Connecting with team members during shifts — Are they chatting with colleagues during appropriate moments, or have they become withdrawn? Kitchen relationships matter for development, morale, and retention. A commis who isolates themselves may be struggling socially or emotionally.

Showing interest in other restaurants and opportunities — Do they talk about food they've eaten, restaurants they've visited, or techniques they've seen online? A commis who's genuinely passionate about cooking thinks about food outside work. If that curiosity has disappeared, their engagement may be fading.

Note which indicators you couldn't tick and what you've observed. If multiple indicators are absent, this commis needs urgent attention — increase frequency to twice-weekly 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 next week I'm going to: [your actions]. And you're going to: [their actions]. Is that right?"

Then send a brief text 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., "Arrange Robot Coupe training by Friday")
• Their commitments with deadlines (e.g., "Practice brunoise during prep on Wednesday and Thursday")
• Any items to escalate to the head chef or CDP
• 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. Text: "Spoke to the CDP — you're on fish section for Thursday's prep." Commis chefs are used to being forgotten. 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. Section exposure, skill challenges, increasing independence.
• When things are going well: Share what you've noticed them improve at, ask for their input on prep efficiency, 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 Commis Chef performance reviews for how to use the evidence you gather in these sessions to write a thorough, fair assessment.

• Check out our Commis Chef onboarding guide if you're supporting someone in their first 90 days
• See our Commis Chef interview questions for hiring the right person in the first place