How to Use the Head Chef Onboarding Template

Why structured head chef onboarding matters

The head chef is the most influential person in any kitchen. They set the culinary direction, control the largest variable costs, lead the team, and directly determine the quality of every dish that reaches a guest. When a head chef transition goes smoothly, the kitchen barely misses a beat. When it goes badly — and it often does — service quality drops, food costs drift, and the team loses confidence.

Most head chef transitions fail because the incoming chef doesn't get enough context quickly enough. They inherit a team with established dynamics, a menu with a financial history, and systems they've never used. Without a structured introduction to all of this, they default to what worked in their last kitchen — which may be completely wrong for yours. A five-day onboarding programme gives your new head chef the information and relationships they need to make the right calls from the start.

This template builds day by day from understanding the business through to developing a strategic plan. Each day includes assessment questions and success indicators that create a shared understanding of what good progress looks like. By Day 5, your head chef should have a clear 90-day plan and the confidence to execute it.

Day 1: Kitchen Leadership and Operational Overview

The first day is about orientation — understanding the business, meeting the team, and assessing the systems they'll be working with. A head chef who doesn't understand the commercial framework or the team dynamics is flying blind, regardless of how well they cook.

Business Context and Kitchen Systems

Why this matters: A head chef's culinary decisions only work if they fit the business model. Understanding the concept, customer demographics, price points, financial targets, and equipment capabilities on Day 1 means every decision that follows is grounded in reality rather than assumption.

How to deliver this training:

• Walk through the business model together: what kind of operation is this, who are the customers, and what are they willing to pay?
• Share the P&L structure, explaining food cost targets, labour targets, and the budgetary constraints the head chef will work within
• Tour the kitchen with facilities management, discussing equipment capabilities, maintenance history, and any planned upgrades or known limitations
• Define service expectations clearly: timing standards, presentation benchmarks, and how the kitchen's output connects to the front-of-house experience

Customisation tips:

• Hotel head chefs need to understand how the main kitchen relates to room service, banqueting, and any satellite outlets — each has different service expectations
• Standalone restaurants should focus on connecting kitchen operations directly to the guest experience and the bottom line

Team Structure and Leadership Introduction

Why this matters: The head chef inherits a team that's already formed its own dynamics. How the new chef establishes authority on Day 1 — confident but respectful, interested but not passive — sets the tone for everything that follows.

How to deliver this training:

• Arrange a formal introduction to the full kitchen team, giving the head chef time to share their background and approach
• Schedule individual one-to-one meetings with each sous chef and key personnel — these private conversations are where the real information about team dynamics surfaces
• Brief the head chef on team history: who's been there longest, who the informal leaders are, where there are tensions, and who has potential
• Set up meetings with the GM, FOH management, and other department heads to establish cross-departmental relationships from the start

Customisation tips:

• If the previous head chef left under difficult circumstances, acknowledge this — the team will have feelings about the transition that need to be handled sensitively
• Smaller kitchens with flat structures may combine the formal introduction and one-to-ones into a single team session

Operational Systems Assessment

Why this matters: The head chef needs to understand how the kitchen currently operates before they can improve it. Rushing to change systems without understanding why they exist causes disruption and erodes the team's trust.

How to deliver this training:

• Walk through the ordering and inventory management systems together, showing how they're used day-to-day
• Review current production schedules, prep lists, and how work is allocated across the team
• Assess the recipe management system — how recipes are documented, stored, and shared with the team
• Examine quality control mechanisms: what checks are in place, who performs them, and how issues are escalated
• Review health and safety compliance systems, including HACCP documentation and recent audit results

Customisation tips:

• If systems are outdated or poorly maintained, be honest about it — the head chef will discover the gaps quickly anyway, and transparency builds trust
• Operations using digital platforms for ordering, recipes, or scheduling should schedule hands-on system training

Assessment Questions

Use these questions to check understanding at the end of Day 1. The goal is to see whether your new head chef has absorbed the business context and started forming a view of the operation.

How to use these questions effectively:

• Ask over a quiet drink at the end of the shift, not in a formal setting
• Look for the quality of their observations about the team — a strong head chef will have already noticed the dynamics
• Note whether they're identifying both strengths and weaknesses in current systems, not just problems

Success Indicators

By the end of Day 1, your new head chef should be demonstrating these behaviours. If any are missing, revisit the relevant training section before moving to Day 2.

Day 1 Notes

Record observations about how Day 1 went — how they interacted with the team, their initial assessment of the kitchen, and any early concerns or positive signs.

Day 2: Menu Management and Food Cost Control

Day 2 puts the head chef in front of the numbers. Menu engineering, inventory control, and food cost management are where the head chef's decisions have the most direct impact on profitability. Getting comfortable with these systems early means they can make informed changes rather than guessing.

Menu Engineering and Analysis

Why this matters: The menu drives everything — food costs, prep schedules, staffing requirements, and guest satisfaction. A head chef who can read a sales mix report as fluently as a recipe card will make better decisions about what stays on the menu, what goes, and what gets developed next.

How to deliver this training:

• Pull the last quarter's sales mix data and review it together — let the head chef draw their own conclusions first
• Walk through menu engineering techniques: contribution margin analysis, the menu matrix, and how to categorise items by popularity and profitability
• Discuss the seasonal planning framework: how often the menu changes, what the lead times are, and how changes coordinate with marketing and front of house
• Talk about signature dish development — what parameters exist, how creative freedom is balanced with concept alignment, and what the approval process looks like

Customisation tips:

• Operations with tasting menus or set menus need different analysis than à la carte — focus on the overall menu cost and diner perception rather than individual item profitability
• High-volume operations should emphasise production efficiency as a key menu design factor alongside popularity and margin

Inventory Management and Ordering Systems

Why this matters: Poor inventory management is one of the fastest ways to lose money in a kitchen. A head chef who masters ordering, par levels, and waste tracking can control costs without affecting the quality of what reaches the plate.

How to deliver this training:

• Demonstrate the inventory system hands-on — software or paper-based — and walk through the counting procedures
• Review current par levels together and discuss whether they match actual business volumes
• Introduce the head chef to key suppliers, explaining ordering procedures, delivery schedules, and quality expectations
• Set up or review the waste tracking system, connecting waste data to cost control and production planning decisions

Customisation tips:

• Operations that receive deliveries outside kitchen hours should explain the specific receiving and checking procedures
• If the head chef will have full purchasing autonomy, clarify the budget boundaries and approval thresholds

Food Cost Management and Control

Why this matters: Food cost is the head chef's most important financial metric. Understanding recipe costing, yield management, portion control, and variance analysis gives them the tools to protect margins while maintaining quality.

How to deliver this training:

• Walk through recipe costing methods together, using actual recipes from the current menu
• Discuss labour scheduling in the context of production needs — how prep workload aligns with the staffing plan
• Demonstrate portion control systems and explain how the team is trained on them
• Cover pricing strategies for special events and catering, where cost structures differ from regular service
• Explain variance analysis: what's measured, how often, and what corrective actions are expected when food costs drift

Customisation tips:

• Operations with fluctuating ingredient costs (seasonal produce, market-price seafood) should discuss how recipes and pricing adapt
• If your operation runs multiple meal periods with different menus, break down cost analysis per period

Assessment Questions

Check these at the end of Day 2. Your head chef should be engaging with the financial side of the role with confidence, not just paying it lip service.

How to use these questions effectively:

• Ask them to cost a recipe from the current menu and calculate the food cost percentage — this is a practical test, not a theoretical one
• Present a scenario: "Your weekly inventory shows food costs are two points above target — what's your first move?"
• Note whether they're connecting menu decisions to both quality and commercial outcomes

Success Indicators

By the end of Day 2, your head chef should be showing an analytical approach to menu management and comfort with the financial tools. If they're still thinking purely in culinary terms without considering cost, revisit the financial framework.

Day 2 Notes

Record how your head chef engaged with menu management and cost control — their analytical ability, comfort with systems, and any early ideas for improvement.

Day 3: Quality Standards and Production Systems

Day 3 is about consistency. A head chef's reputation rests on every dish being as good as the last one, regardless of which chef cooked it or how busy the service was. This day covers the systems that make consistent quality possible.

Quality Standards Development

Why this matters: Quality standards that exist only in the head chef's mind are not standards — they're opinions. Documented specifications, tasting protocols, and quality control points turn personal expectations into team-wide consistency.

How to deliver this training:

• Review existing dish specifications together — if they're thorough, discuss them; if they're incomplete, identify the gaps
• Conduct a tasting session of current menu items with the kitchen team, using it as both a quality benchmark and a team-building exercise
• Identify critical control points for quality during service — the moments where a check prevents a substandard dish from reaching the guest
• Review ingredient quality specifications: what standard is expected for key products, how quality is verified on delivery, and who makes the call to reject

Customisation tips:

• Fine dining operations will need extensive plating guides with photography for every dish
• Casual dining and high-volume operations should focus on the quality checks that have the biggest impact on consistency at speed

Recipe Standardisation and Documentation

Why this matters: Standardised recipes are the foundation of a consistent kitchen. Without them, quality depends on who's cooking rather than what the standard is. The head chef's role is to build and maintain a recipe library that any competent cook can follow.

How to deliver this training:

• Review the standard recipe format and discuss what's working and what's missing — most kitchens' recipe libraries have gaps
• Set up or improve the recipe testing protocol: how new recipes are developed, tested at volume, and approved for the menu
• Train the head chef on the recipe management system, whether it's a digital platform, a folder of laminated cards, or something in between
• Identify the key recipes that every team member needs to master, and discuss how these are used for training and development

Customisation tips:

• Operations using digital recipe management should schedule dedicated system training and discuss how the head chef will maintain the library
• Kitchens transitioning to a new head chef's style should discuss how existing recipes will be reviewed and updated — all at once or gradually

Production Systems and Workflow Optimisation

Why this matters: A well-organised production system means the right prep gets done at the right time, every station is set up correctly for service, and the team works efficiently without wasted effort or duplicated work.

How to deliver this training:

• Review the current prep list system and discuss how prep is prioritised and allocated across the team
• Walk through production scheduling for different meal periods, including how volumes are forecast and prep quantities calculated
• Discuss cross-utilisation strategies — how trim and secondary cuts are repurposed, how sauces and bases serve multiple dishes
• Review mise en place standards for each station and how they connect to service workflow
• Observe or discuss the current expediting system and how the head chef wants to run the pass

Customisation tips:

• Operations serving multiple meal periods need to discuss how production schedules overlap and how the team transitions between services
• Kitchens with limited prep space should focus on scheduling and sequencing to avoid bottlenecks

Assessment Questions

Day 3 tests the head chef's approach to consistency and systems. Use these questions to check whether they're thinking about quality as a system, not just a personal standard.

How to use these questions effectively:

• Ask them to talk you through how they'd write a dish specification for a new menu item
• Present a scenario: "A guest sends back a dish saying it's different from last time they visited — how do you investigate?"
• Check whether they've identified specific production inefficiencies during their first few days of observation

Success Indicators

By the end of Day 3, your head chef should be creating clear standards, communicating them confidently to the team, and spotting workflow improvements. If they're keeping quality standards in their head rather than documenting them, address it now.

Day 3 Notes

Record observations about how the head chef approaches quality and production — their attention to documentation, communication style with the team, and ideas for efficiency improvements.

Day 4: Staff Management and Development

Day 4 is about people. The head chef's leadership style, ability to develop talent, and commitment to a positive kitchen culture determine whether the team performs, stays, and grows — or burns out and leaves.

Team Leadership and Management

Why this matters: The head chef's leadership directly affects every metric that matters: food quality, cost control, staff retention, and safety. A chef who leads well gets more from their team without breaking them. One who leads badly creates turnover, inconsistency, and a toxic environment.

How to deliver this training:

• Discuss leadership approaches that work in kitchen environments — the old-school shouting culture is dying for good reason, but kitchens still need clear authority and fast decision-making during service
• Establish the structure for daily line-ups and weekly team meetings: what gets covered, who attends, and what the head chef's role is
• Walk through common kitchen conflicts — personality clashes, hierarchy disputes, workload disagreements — and discuss resolution strategies
• Develop recognition and reward systems: what does the head chef do when someone performs well, and how is that recognised both in the moment and formally?

Customisation tips:

• Kitchens with a formal brigade system need to discuss how the head chef delegates through the brigade versus communicating directly
• Smaller teams where the head chef works alongside the team need a different leadership approach than larger kitchens where the chef manages from the pass

Training and Development Systems

Why this matters: A kitchen that doesn't invest in training stands still. The head chef is responsible for building the skills of the team — from teaching a commis how to cut properly through to developing a sous chef who can run the kitchen independently.

How to deliver this training:

• Review existing training materials and procedures, identifying what's current and what needs updating
• Create or review a skill matrix for each kitchen position, showing the progression from basic competence to full proficiency
• Discuss demonstration techniques: how the head chef teaches new skills, when to show versus tell, and how to balance training with production pressures
• Walk through the performance evaluation system: what criteria are used, how often reviews happen, and how feedback is delivered

Customisation tips:

• Operations with apprenticeship schemes should explain how the head chef's role fits into the formal training structure
• Kitchens with high turnover may need to focus on rapid onboarding skills rather than long-term development plans

Kitchen Culture and Team Building

Why this matters: Kitchen culture is set by the head chef, whether deliberately or by default. A positive culture — built on mutual respect, collaboration, and fair treatment — attracts and retains talent. A negative one drives people away and makes every problem harder to solve.

How to deliver this training:

• Discuss the head chef's expectations for professional behaviour and how these will be communicated to the team
• Talk through cross-training and collaboration: how team members learn each other's stations, and how the head chef creates opportunities for development
• Review scheduling practices with an eye towards work-life balance — sustainable schedules reduce burnout and improve retention
• Discuss how pre-service briefings can be used to build team cohesion, share information, and set the tone for each service
• Talk about how innovation and creativity are encouraged within the team — is there space for team members to contribute ideas?

Customisation tips:

• Kitchens recovering from a toxic culture need the head chef to set explicit new norms and hold people to them from day one
• Multicultural kitchens should discuss how the head chef builds an inclusive environment where everyone can contribute

Assessment Questions

Day 4 tests leadership and people skills. Use these questions to understand how your head chef thinks about their team and their role as a leader.

How to use these questions effectively:

• Ask them to describe how they'd run a pre-service briefing on a busy Saturday night
• Present a performance scenario: "Your best CDP is consistently late for prep — how do you handle it?"
• Look for a balance of authority and empathy — the best head chefs set high standards and help their team reach them

Success Indicators

By the end of Day 4, your head chef should be showing confidence in team meetings, willingness to address performance issues, and a genuine interest in developing their people. If they're avoiding difficult conversations or relying on shouting, address it directly.

Day 4 Notes

Record observations about the head chef's leadership style, comfort with people management, and ideas for building team culture.

Day 5: Business Integration and Strategic Planning

The final day connects the kitchen to the wider business. Your head chef has spent four days getting to know the operation — now it's time to think strategically about how to move it forward.

Business Integration and Reporting

Why this matters: A head chef who sees the kitchen as an island misses the bigger picture. Understanding financial reporting, business planning, and cross-departmental collaboration means they can contribute to business success beyond just cooking well.

How to deliver this training:

• Walk through the required financial reports: what KPIs are tracked, what format reports take, and when they're due
• Discuss how kitchen operations connect to the broader business plan — what role does the kitchen play in achieving this year's objectives?
• Establish working relationships with FOH, marketing, and events teams, defining how coordination works for promotions, special events, and daily operations
• Review budget management responsibilities: what the head chef controls, how variances are reported, and what level of financial accountability is expected

Customisation tips:

• Hotel head chefs should understand how kitchen performance feeds into overall hotel P&L reporting
• Independent restaurants may need the head chef to be more hands-on with financial management than a head chef within a larger group

Strategic Culinary Development

Why this matters: A menu that doesn't evolve becomes stale. Strategic culinary development — trend research, innovation processes, and supplier development — keeps the offering fresh and the team engaged without losing sight of what works.

How to deliver this training:

• Work together to sketch a 6-12 month culinary roadmap: when menu changes happen, what seasonal opportunities exist, and where innovation fits
• Discuss trend research methods: how the head chef stays current with culinary trends, which sources to trust, and how to filter trends that suit your concept from those that don't
• Create a structured approach to menu development: idea generation, recipe development, team testing, costing, approval, training, and launch
• Plan strategic supplier relationships: which suppliers could provide access to better products, and how developing these relationships supports the culinary direction

Customisation tips:

• Operations with a strong innovation culture should discuss R&D time, budgets, and testing kitchen access
• More traditional operations should clarify the expected pace of change and how the head chef balances innovation with consistency

Continuous Improvement and Systems Refinement

Why this matters: Good kitchens improve continuously. The head chef needs systems for reviewing operations, gathering feedback, capturing ideas, and maintaining equipment — otherwise small problems accumulate into big ones.

How to deliver this training:

• Discuss how regular kitchen operations reviews will work: frequency, format, who's involved, and what gets tracked
• Set up feedback mechanisms from both customers and staff — how insights are collected, analysed, and acted upon
• Create a system for capturing and implementing improvement ideas from the team — a suggestions box, a regular meeting agenda item, or a digital channel
• Review preventative maintenance and equipment care programmes, explaining the head chef's role in keeping the kitchen's infrastructure in good condition
• Discuss professional development for the head chef and key team members: conferences, study visits, mentoring, and industry engagement

Customisation tips:

• Operations with older equipment should prioritise the maintenance discussion and involve the facilities team
• Groups with multiple sites can share best practice and learning across kitchens — explain how this works

Final Onboarding Review and 30-60-90 Day Planning

Why this matters: The 30-60-90 day plan is where the onboarding week translates into action. Without it, the head chef risks drifting into reactive mode. With it, they have clear priorities, measurable goals, and a framework for accountability.

How to deliver this training:

• Review the week together: what the head chef has learned, what questions remain, and what their initial assessment of the kitchen is
• Build the 30-day plan together: specific objectives for the first month, focused on operational stability and quick wins
• Define the 60-day plan: medium-term goals for systems improvement, team development, and initial menu refinements
• Set 90-day strategic objectives that connect to the broader business plan and the head chef's culinary vision
• Identify ongoing support resources: mentoring, peer networks, external training, and scheduled check-ins

Customisation tips:

• Turnaround situations need aggressive 30-day targets with clear milestones
• Stable operations should weight the plan towards innovation and development rather than fixing immediate problems

Assessment Questions

These final questions check whether your head chef is ready to lead the kitchen as a business leader, not just a skilled cook.

How to use these questions effectively:

• Ask them to present their 30-60-90 day plan and defend their priorities
• Test strategic thinking: "The GM wants to add a brunch service — how would you evaluate whether it's commercially viable?"
• Be honest about any gaps you've observed during the week and agree how they'll be addressed

Success Indicators

These are the markers of a head chef who's ready to operate independently. If all are present, your onboarding has built a solid foundation. If any are missing, extend the supported period and work on the gaps together.

Day 5 Notes

Record your final assessment of the onboarding period. Note strengths, development areas, and the agreed plan for the first 90 days.

Making the most of this template

Five days is a concentrated programme for a role as broad as head chef. If your new chef is taking over a complex kitchen — multiple meal periods, large brigade, high standards — consider stretching the programme across two weeks so each topic gets proper attention.

Use the notes sections at the end of each day to document your head chef's progress. These records are valuable for the 30-day review, for calibrating how well your onboarding process works, and for demonstrating due diligence if performance conversations become necessary later.

The assessment questions and success indicators are designed to prompt honest conversation, not to pass or fail. The best use of these tools is collaborative: the head chef and their manager sit down together, review the indicators, and agree on what's going well and what needs more work. This habit of structured reflection, established during onboarding, sets the pattern for the ongoing management relationship.

Pair your new head chef with a mentor if possible — an experienced head chef at another site, a retired industry professional, or a trusted supplier contact. The first 90 days of any head chef role are a pressure cooker, and having someone outside the immediate team to talk through challenges with makes a real difference.