How to Use the Food and Beverage Manager 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 food and beverage manager 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 F&B revenue, GP percentage, F&B contribution, and guest satisfaction 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 P&L management, outlet coordination, chef partnership, guest satisfaction, and banqueting performance with Exceeds/Meets/Below descriptors
- Behavioural Competencies assessment covers leadership, commercial thinking, strategic contribution, and cross-functional working
- Compliance and Standards confirms food safety, licensing, employment, and health and safety
- 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 food and beverage manager performance reviews matter
Your food and beverage manager is responsible for the commercial performance, guest experience, and team leadership across every F&B outlet in your operation. 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 casual feedback during busy periods, a formal review creates a record, sets clear expectations, and connects their performance to career progression.
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 food and beverage manager 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.
F&B revenue — Pull total F&B revenue for the review period, broken down by outlet. Compare against budget and the same period last year. Look at trends — is revenue growing, flat, or declining? Understand the drivers: is growth coming from covers, average spend, or new revenue streams? A food and beverage manager who delivers revenue growth while maintaining margins is performing at the highest level.
F&B GP percentage — Review gross profit percentage across all outlets for the full review period. Compare against budget and industry benchmarks. Break it down by outlet to identify where margins are strong and where they're eroding. A strong F&B manager maintains GP while growing revenue — achieving one at the expense of the other is only half the story.
F&B contribution to hotel — Assess the F&B department's overall contribution to the hotel P&L. This includes revenue, cost management, and the impact on guest satisfaction and repeat bookings. F&B is both a revenue centre and a guest experience driver — evaluate both dimensions.
Guest satisfaction (F&B) — Compile guest satisfaction data specific to F&B: review site scores, internal surveys, mystery diner reports, and direct feedback. Track trends across the review period and compare between outlets. Identify whether satisfaction is consistent or varies significantly by outlet, shift, or service type.
Customisation tips:
- For hotels with significant banqueting operations, add banqueting revenue and conversion rate as a separate metric
- For resort properties, add room service performance and pool/beach outlet metrics
- For city-centre hotels, add external guest capture rate (non-resident dining)
- Don't assess F&B metrics in isolation — consider the context of hotel occupancy, local market conditions, and seasonal patterns
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, chef departed, renovation delayed
Be honest about blocked objectives. If you promised budget for a bar refurbishment that never materialised, or said you'd approve a new supplier contract 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 |
|---|---|---|---|
| P&L management | Consistently delivers above-budget GP, identifies and acts on margin opportunities proactively, understands cost drivers across all outlets | Maintains GP within budget, monitors costs effectively, addresses variances when flagged | GP regularly below budget, slow to act on cost issues, lacks commercial grip on outlet performance |
| Outlet coordination | All outlets operate cohesively, shares best practices across venues, seamless guest experience regardless of outlet | Outlets run independently to acceptable standard, coordinates when needed, addresses cross-outlet issues | Outlets operate in silos, inconsistent standards, guest experience varies significantly between venues |
| Chef partnership | Strong collaborative relationship with executive chef, aligned on menu strategy and cost management, resolves disagreements constructively | Working relationship functions, communicates on menu changes and costs, escalates issues appropriately | Fractious relationship, menu disagreements unresolved, cost management suffers from poor communication |
| Guest satisfaction | F&B satisfaction scores consistently above target, proactively drives service improvements, responds to feedback rapidly | Satisfaction scores at target, addresses complaints appropriately, monitors feedback regularly | Satisfaction below target, slow to respond to feedback, patterns of complaints unaddressed |
| Banqueting performance | Banqueting revenue exceeds target, high client satisfaction, innovative event offerings, strong repeat business | Banqueting meets budget, events executed to standard, clients satisfied | Banqueting below budget, execution issues, client complaints, missed revenue opportunities |
Avoiding common rating errors:
- Recency bias: Check your notes from six months ago. Did they have a strong start that's now forgotten?
- Halo effect: Excellent chef partnership doesn't mean excellent P&L management. Rate each competency separately.
- Central tendency: Not everyone "meets expectations." If they're exceptional at outlet coordination, say so. If P&L management is weak, say that too.
Customisation tips:
- For hotel groups, add multi-property coordination if they oversee F&B across sites
- For properties with significant events business, weight banqueting more heavily
- For new-build or recently renovated properties, add pre-opening or concept development 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] improved F&B GP from 62% to 67% over the review period through renegotiated supplier contracts and reduced waste across all outlets."
"[Name]'s outlet coordination needs improvement — the restaurant and bar operate independently with inconsistent pricing and no shared standards for service delivery."
"[Name] built a strong working relationship with the executive chef, jointly developing the seasonal menu strategy that increased average spend by 8%."
"[Name] delivered banqueting revenue 15% above budget through proactive corporate client engagement and innovative event packages."
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 | Develops team proactively, creates succession pipeline, inspires outlet managers, addresses underperformance constructively | Manages team effectively, supports direct reports, addresses issues when they arise | Avoids difficult conversations, team underdeveloped, turnover higher than necessary |
| Commercial thinking | Identifies revenue opportunities proactively, builds business cases, understands market positioning | Manages budgets effectively, responds to commercial challenges, maintains financial awareness | Lacks commercial instinct, misses revenue opportunities, relies on others for financial analysis |
| Strategic contribution | Contributes meaningfully to hotel strategy, brings F&B perspective to leadership discussions, thinks beyond day-to-day operations | Participates in strategic discussions when invited, implements strategic initiatives competently | Focuses entirely on operations, doesn't engage with strategic direction, misses the bigger picture |
| Cross-functional | Partners effectively with rooms, revenue, and other departments, understands whole-hotel perspective | Communicates with other departments as needed, responds to cross-functional requests | Works in F&B silo, poor relationships with other departments, doesn't consider wider hotel impact |
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] developed two outlet managers during the review period, both of whom are now ready for their next step. One has been promoted to assistant F&B manager at a sister property."
"[Name] identified and launched a Sunday brunch concept that generated an additional £45,000 in revenue during the review period."
"[Name] tends to operate within the F&B department without engaging with the wider hotel team — missed three leadership team meetings 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.
Food safety — Are all outlets maintaining food safety standards? Are HACCP records up to date? Have they ensured all staff have current food hygiene training? Are EHO visit outcomes satisfactory? Food safety at the F&B manager level means ensuring systems work across every outlet, not just individual compliance.
Licensing — Are all outlets operating within licensing conditions? Are personal licence holders in place? Do they understand and enforce Challenge 25, licensing hours, and conditions? Are TENs managed properly for events?
Employment — Are right-to-work checks current across all F&B staff? Are working time regulations observed? Are disciplinary and grievance processes handled correctly? At this level, they're responsible for employment compliance across a large team.
Health and safety — Are risk assessments current across all outlets? Are COSHH records maintained? Have incidents been reported and investigated properly? Do they ensure fire safety compliance across F&B areas?
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 audits or inspections 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 food and beverage manager created particular value.
How to write strong achievement statements:
- Be specific: dates, numbers, names, outcomes
- Show impact: revenue generated, costs saved, guest satisfaction improved, team developed
- Use their contribution, not the team's: what did they do?
Example phrases:
"[Name] increased overall F&B revenue by 12% year-on-year while improving GP from 62% to 67%, generating an additional £180,000 in contribution."
"[Name] led the restaurant repositioning project from concept to launch in March, achieving full occupancy within six weeks and a 4.5-star TripAdvisor rating."
"[Name] reduced F&B staff turnover from 45% to 28% through structured development programmes and improved management practices across outlets."
"[Name] developed and launched a private dining offering that generated £95,000 in its first year, with a 40% repeat booking rate."
"[Name] managed the transition to a new supplier framework, negotiating contracts that reduced food costs by 3% without compromising quality."
Customisation tips:
- For new F&B managers in their first review, acknowledge the learning curve and highlight improvement trajectory
- For established managers, focus on innovation and strategic impact rather than operational maintenance
- For properties undergoing change (renovation, rebranding), recognise the additional complexity of managing through transition
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 strategic contribution at leadership team level needs development — tends to focus on operational updates rather than contributing to wider hotel strategy."
"[Name] needs to strengthen outlet coordination — the bar and restaurant operate largely independently, missing opportunities for cross-selling and consistent guest experience."
"[Name]'s relationship with the executive chef has been strained, with unresolved disagreements about menu pricing affecting food cost performance."
"[Name] has not yet developed a clear succession plan for their department, creating single points of failure across outlet management."
"[Name]'s commercial analysis skills need strengthening — P&L reviews tend to describe variances rather than diagnose root causes and propose solutions."
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 F&B GP of 66% or above across all outlets by end of Q2, through supplier renegotiation and waste reduction initiatives."
"Increase banqueting revenue by 15% year-on-year through proactive corporate client engagement and new event concepts."
"Reduce F&B staff turnover to below 30% during the review period through improved onboarding and structured development programmes."
Development goal examples:
"Present at least two strategic proposals to the leadership team during the review period, demonstrating commercial thinking beyond day-to-day F&B operations."
"Complete a formal revenue management or financial leadership programme by end of Q3 to strengthen P&L analysis skills."
"Develop a documented succession plan for all outlet manager positions by end of Q1, identifying development needs and timelines."
Connecting objectives to career progression:
| Current role | Typical next step | What to assess |
|---|---|---|
| Food and Beverage Manager | Hotel General Manager or Multi-site F&B Director | Strategic thinking, whole-hotel perspective, owner relations ability, P&L mastery, leadership pipeline development |
If they want to become a GM, include objectives that develop whole-hotel awareness and stakeholder management. If they want a multi-site role, focus on standardisation and remote leadership. Set targets that stretch but don't break — if current GP is 62%, aiming for 70% in one period is unrealistic; 66% 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 F&B revenue, margins, and guest satisfaction, and is developing skills beyond their current role. This food and beverage manager is a genuine asset who raises the standard for the operation.
Meets expectations — Reliably performs the role to the required standard. Manages outlets competently, maintains commercial performance, and contributes positively to the leadership 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 commercial performance, guest experience, or team stability. 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 60 minutes for the review conversation — 45 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 10-15 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 "outlet coordination needs improvement" but they explain that the bar renovation prevented normal cross-outlet working during that period, 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 GP improvement initiative going?" and "I noticed banqueting revenue is up — what's driving it?" 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 bonus payments, 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 Food and Beverage Manager one-to-one guide for how to run the conversations that feed into this review
- Check out our Food and Beverage Manager onboarding guide if you're reviewing someone still in their first 90 days
- See our Food and Beverage Manager interview questions for hiring guidance