How to Use the Concierge 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 concierge 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 request fulfilment rate, guest satisfaction, revenue generated, and response time 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 request fulfilment, local knowledge, VIP handling, relationship management, and revenue generation with Exceeds/Meets/Below descriptors
- Behavioural Competencies assessment covers guest engagement, initiative, discretion, and network building
- Compliance and Standards confirms commission disclosure, guest privacy, safety, and financial compliance
- 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 concierge performance reviews matter
Your concierge creates value that's often invisible in traditional hotel metrics — restaurant commissions, theatre bookings, experience packages, and the guest loyalty that comes from exceptional personal service. A well-written performance review helps them understand exactly where they stand, quantifies their contribution, and connects their performance to career progression and recognition.
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 concierge 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.
Request fulfilment rate — What percentage of guest requests did they successfully fulfil during the review period? Track both volume and complexity. A concierge fulfilling 95% of standard requests is competent; one fulfilling 85% of complex requests (sold-out shows, impossible reservations) may be exceptional. Understand what was requested, not just what was delivered.
Guest satisfaction (concierge) — Review guest feedback that specifically mentions the concierge desk or names the concierge. Check post-stay surveys, online reviews, and direct feedback. Positive mentions in reviews are powerful evidence of impact. Also check for complaints — even one complaint about an unfulfilled promise matters.
Revenue generated — Track the revenue attributable to concierge activity: restaurant commission, tour bookings, experience packages, partner referrals. This is the metric that demonstrates commercial value to senior management. If you don't currently track this, start now — it's essential for justifying investment in the concierge function.
Response time — How quickly do they respond to guest requests? Same-day fulfilment of standard requests should be the baseline. For complex requests, track whether guests are kept informed about progress. Speed matters, but so does managing expectations when something will take time.
Customisation tips:
- For luxury properties, add VIP handling as a specific metric — repeat VIP stays, personal preferences remembered, special occasion execution
- For business hotels, add corporate client satisfaction and repeat booking attribution
- For properties with multiple concierges, compare performance across similar shift patterns rather than raw numbers
- Don't penalise a concierge for low revenue if you haven't given them vendor partnerships or commission structures to work with
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 — budget not approved, vendor introductions not made, systems not provided
Be honest about blocked objectives. If you promised to increase their discretionary budget and didn't, or said you'd introduce them to new venue contacts and forgot, 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 |
|---|---|---|---|
| Request fulfilment | Fulfils complex and unusual requests consistently, finds creative solutions, guests specifically seek them out | Handles standard requests reliably, escalates complex ones appropriately, maintains good fulfilment rate | Frequently unable to fulfil requests, defaults to standard options, guests bypass the desk |
| Local knowledge | Deep, current knowledge of restaurants, entertainment, services, and hidden gems; genuine expert authority | Solid knowledge of main recommendations, keeps reasonably current, can handle most queries | Relies on outdated lists, can't answer specific questions, recommendations feel generic |
| VIP handling | Anticipates VIP needs before arrival, remembers personal preferences, creates memorable experiences proactively | Handles VIP requests competently, follows preference notes, delivers reliable service | Misses VIP preferences, treats all guests identically, fails to personalise high-value interactions |
| Relationship management | Cultivates deep vendor partnerships, negotiates exclusive access, vendors prioritise their requests | Maintains functional vendor relationships, gets reliable service from key contacts | Vendor relationships are transactional or deteriorating, limited network, relies on generic channels |
| Revenue generation | Actively drives revenue through recommendations, commissions, and partnerships; measurable commercial impact | Generates reasonable revenue through standard recommendations and bookings | Misses revenue opportunities, doesn't recommend premium options, no commercial awareness |
Avoiding common rating errors:
- Recency bias: Check your notes from three months ago. Did they secure a major VIP stay that's now forgotten?
- Halo effect: Excellent local knowledge doesn't mean excellent VIP handling. Rate each competency separately.
- Central tendency: Not everyone "meets expectations." If they're exceptional at relationship management, say so. If revenue generation is weak, say that too.
Customisation tips:
- For luxury properties, weight VIP handling and relationship management more heavily
- For business-focused hotels, add corporate account management as a separate competency
- For properties where the concierge role is relatively new, consider whether expectations are reasonable given the support and resources provided
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] secured last-minute sold-out theatre tickets for a VIP guest on 15th February through a personal contact at the venue — the guest specifically mentioned this in their 5-star review."
"[Name]'s local knowledge needs refreshing — recommended a restaurant that had changed ownership and menu three months prior, leading to a guest complaint on 8th January."
"[Name] generated [amount] in commission revenue during the review period through restaurant partnerships and experience bookings, representing a 20% increase on the previous period."
"[Name] failed to record VIP preferences for two returning guests during the review period, resulting in missed personalisation opportunities."
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 |
|---|---|---|---|
| Guest engagement | Creates genuine connections with guests, remembers names and preferences naturally, guests seek them out personally | Professional and warm with guests, handles interactions well, maintains consistent service | Impersonal or inconsistent guest interactions, doesn't build rapport, transactional approach |
| Initiative | Anticipates guest needs before requests are made, suggests improvements to the desk, creates new partnerships proactively | Responds well to requests, follows through on tasks, takes reasonable initiative | Waits for requests, misses obvious opportunities, needs direction for routine tasks |
| Discretion | Handles sensitive information impeccably, manages VIP privacy perfectly, navigates delicate situations with professionalism | Maintains appropriate confidentiality, handles standard situations well | Has shared inappropriate information, failed to manage sensitive situations, caused trust concerns |
| Network building | Actively expands professional network, attends industry events, cultivates new vendor relationships regularly | Maintains existing network, adds contacts when opportunities arise | Network is static or shrinking, doesn't invest in professional relationships |
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] proactively established partnerships with three new restaurants during the review period, each offering exclusive priority booking for our guests."
"[Name] handled a sensitive VIP situation on 22nd March with exceptional discretion — the guest's privacy was maintained perfectly despite media interest."
"[Name] tends to wait for guests to approach the desk rather than proactively engaging arriving guests — observed on multiple occasions during the review period."
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.
Commission disclosure — Are they transparent about any commissions or referral arrangements with vendors? Do they recommend based on guest needs rather than personal financial incentive? Commission arrangements are normal in concierge work, but undisclosed conflicts of interest damage trust and reputation.
Guest privacy — Do they handle guest information appropriately? Do they understand data protection requirements? Would they refuse to share guest details with an unauthorised party, even under pressure? VIP privacy breaches can have serious legal and reputational consequences.
Safety — Do they understand emergency procedures? Can they guide guests to safety? Do they know the fire evacuation route from the desk area? When recommending activities, do they consider safety implications? A concierge recommending an unvetted operator creates liability.
Financial — Are they handling guest payments, deposits, and commissions according to hotel financial procedures? Are all transactions documented? Is petty cash managed properly? Financial irregularities in concierge operations can be difficult to detect without proper controls.
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 concierge created particular value.
How to write strong achievement statements:
- Be specific: dates, numbers, names, outcomes
- Show impact: revenue generated, guest loyalty created, relationships built
- Use their contribution, not the team's: what did they do?
Example phrases:
"[Name] generated [amount] in commission revenue during the review period, a 25% increase on the previous period, through three new restaurant partnerships they personally cultivated."
"[Name] handled a VIP guest's complex multi-day itinerary on 15th March — including sold-out restaurant reservations, private gallery access, and helicopter transfer — resulting in the guest extending their stay by two nights."
"[Name] received 14 positive mentions by name in guest reviews during the review period, the highest in the department."
"[Name] established a partnership with [venue] on 1st February that now provides exclusive priority access for our guests, differentiating our concierge offering from competitor hotels."
"[Name] successfully managed the concierge desk solo during a two-week colleague absence, maintaining fulfilment rates and guest satisfaction scores."
Customisation tips:
- For luxury properties, achievements might include VIP retention, bespoke experience creation, or Les Clefs d'Or progress
- For newer concierges, acknowledge network building, local knowledge development, and guest rapport growth
- Quantify revenue impact wherever possible — this makes the business case for the concierge function
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 vendor network hasn't expanded during the review period — the same five restaurants account for 90% of recommendations, limiting the range of experiences offered to guests."
"[Name] missed VIP preference records for three returning guests, resulting in generic rather than personalised service on their second stay."
"[Name]'s revenue contribution remains below potential — they fulfil requests competently but rarely suggest premium alternatives or upsell experiences."
"[Name] needs to improve proactive guest engagement — they handle incoming requests well but don't approach guests to offer assistance or recommendations."
"[Name] received a guest complaint on 12th February regarding a restaurant recommendation where the quality had declined significantly, suggesting their local knowledge needs more regular updating."
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:
"Establish partnerships with at least 5 new restaurants or experience providers by end of Q2, each offering priority or exclusive access for hotel guests."
"Increase commission revenue by 15% over the next review period through proactive experience recommendations and premium upselling."
"Achieve a guest satisfaction score of 4.5/5 or above for concierge-related feedback across the review period."
Development goal examples:
"Complete the application process for Les Clefs d'Or membership by end of June, including securing the required sponsorship letters."
"Develop a quarterly local knowledge audit — visiting at least 10 new venues per quarter to keep recommendations current and authentic."
"Shadow the guest services manager for 3 shifts during the review period to build operational management awareness."
Connecting objectives to career progression:
| Current role | Typical next step | What to assess |
|---|---|---|
| Concierge | Guest Services Manager | Operational breadth, team leadership potential, commercial acumen, departmental coordination skills |
If they want to stay in concierge work, focus on professional recognition and network excellence. If they want management, include operational exposure objectives. Set targets that stretch but don't break — if they're currently generating [amount] in revenue, aiming for a 15% increase 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, generates measurable commercial value, builds deep guest relationships, and maintains an exceptional vendor network. This concierge is a genuine differentiator for the hotel.
Meets expectations — Reliably performs the role to the required standard. Fulfils guest requests competently, maintains adequate vendor relationships, and contributes positively to the guest experience. 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 guest satisfaction, revenue contribution, or the hotel's reputation. Improvement is needed with clear support and timelines.
Be honest. Rating everyone as "Meets expectations" helps nobody. If they're exceptional, recognise it — especially their revenue contribution. 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 outside busy periods 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.
If they raise valid points, amend the document. If you noted "vendor network hasn't expanded" but they explain they were denied the budget to visit new venues, that context matters — add it. If you disagree, explain your reasoning calmly with specific data.
Concierges are typically experienced professionals. Respect their expertise and treat the review as a peer conversation about performance, not a top-down assessment.
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 new restaurant outreach going?" and "I saw you handled [VIP]'s visit brilliantly — how did the new venue work out?" 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 compensation or professional development support, 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 Concierge one-to-one guide for how to run the conversations that feed into this review
- Check out our Concierge onboarding guide if you're reviewing someone still in their first 90 days
- See our Concierge interview questions for hiring the right person in the first place