How to Use the Head Chef 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 head chef 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 food cost percentage, kitchen labour percentage, guest satisfaction (food), and kitchen team retention 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 food cost management, menu development, team leadership, consistency and quality, and supplier management with Exceeds/Meets/Below descriptors
- Behavioural Competencies assessment covers leadership, communication, strategic thinking, and accountability
- Compliance and Standards confirms food safety, health and safety, staff welfare, and documentation
- 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 head chef performance reviews matter
Your head chef controls the quality, cost, and culture of your kitchen. 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 or after service, 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 head chef 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.
Food cost percentage — Pull food cost data for the full review period. Compare against budget and the same period last year. Look at the trend — is it stable, improving, or deteriorating? Break it down by menu category if possible. A head chef consistently hitting target food cost while maintaining quality is managing the commercial side of their role well. If costs are above target, understand why before attributing blame — supplier price increases, menu changes, and portion creep all have different solutions.
Kitchen labour percentage — Review kitchen labour costs as a percentage of revenue. Compare against budget and industry benchmarks for your type of operation. Consider context — a kitchen that ran short-staffed for two months will have different numbers from one that was fully crewed. Labour efficiency matters, but so does whether the head chef is burning their team out to hit a number.
Guest satisfaction (food) — Compile food-specific guest satisfaction data: review site mentions of food quality, internal surveys, guest comment cards, and direct feedback. Track trends across the review period. Distinguish between one-off issues and patterns — a single complaint about a steak is noise; recurring comments about inconsistent quality are a signal.
Kitchen team retention — Review turnover in the kitchen brigade during the review period. How many left? Why? Were they performance-managed out, or did they choose to leave? A head chef who retains talent is building a sustainable kitchen. One with high turnover — especially of good people — may have leadership or culture issues to address.
Customisation tips:
- For fine dining, add dish consistency scores and tasting menu conversion rates
- For high-volume kitchens, add throughput during peak service and food waste percentage
- For kitchens with significant prep operations, add yield percentages and supplier quality scores
- Don't assess metrics in isolation — a head chef with slightly above-target food costs but exceptional guest satisfaction and zero turnover may be performing better than one who hits cost targets but loses three chefs in six months
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 — equipment not approved, staff not recruited, budget constraints
Be honest about blocked objectives. If you promised a new section oven that never arrived, or said you'd recruit a second sous chef 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 |
|---|---|---|---|
| Food cost management | Consistently delivers below-target food cost while maintaining quality, proactively manages supplier pricing, minimises waste through menu engineering and yield optimisation | Maintains food cost within budget, addresses variances when flagged, monitors waste and portion control | Food cost regularly above budget, slow to address overruns, poor portion control or excessive waste |
| Menu development | Creates compelling menus that balance creativity with commercial viability, seasonal changes drive guest interest and revenue, dishes are well-costed and operationally efficient | Delivers menu changes on schedule, menus are commercially sound, responds to seasonal and market trends | Menu stale or poorly costed, changes delayed or unplanned, dishes don't balance quality with margin |
| Team leadership | Develops brigade systematically, low turnover, clear succession plan, addresses underperformance constructively, positive kitchen culture | Manages team effectively, reasonable retention, addresses issues when they arise, team functions during service | High turnover, avoids difficult conversations, team underdeveloped, poor kitchen atmosphere |
| Consistency and quality | Food consistently matches the standard set across every service, minimal returns, guest satisfaction consistently high | Food generally consistent with occasional quality drops during peak, acceptable return rate | Inconsistent quality, frequent returns, significant variation between services or between head chef and sous chef-led services |
| Supplier management | Strong supplier relationships, negotiates effectively, sources quality ingredients within budget, has alternatives for key products | Manages suppliers adequately, places orders on time, maintains quality within budget | Poor supplier relationships, frequent shortages, over-reliance on single suppliers, quality or cost issues |
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: Brilliant food creativity doesn't mean excellent team leadership. Rate each competency separately.
- Central tendency: Not everyone "meets expectations." If they're exceptional at food cost management, say so. If team leadership is weak, say that too.
Customisation tips:
- For fine dining, add wine pairing collaboration and tasting menu development as separate competencies
- For high-volume operations, weight consistency and throughput more heavily
- For kitchens responsible for multiple outlets, add outlet coordination as a competency
Record your rating and evidence for each technical competency. Use specific examples and data.
For each competency, record your rating (Exceeds, Meets, or Below) with specific evidence. Use dates, numbers, and examples rather than general impressions.
Example phrases:
"[Name] maintained food cost at 28% against a 30% budget throughout the review period, saving approximately £18,000 through supplier renegotiation and waste reduction."
"[Name]'s menu development has been outstanding — the autumn seasonal menu increased average cover spend by £4.50 and received 15 specific mentions in guest reviews."
"[Name] lost three chefs de partie during the review period, all citing kitchen culture as a factor. Exit interviews suggest a management style that needs addressing."
"[Name] maintained exceptional consistency across 420 services during the review period, with a dish return rate of 0.3% — the lowest in the company."
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 | Inspires brigade, develops talent systematically, addresses issues proactively, positive culture, leads by example | Manages team effectively, handles issues when they arise, maintains acceptable kitchen culture | Creates fear rather than respect, avoids confrontation or is excessively confrontational, high turnover |
| Communication | Clear communication with FOH, suppliers, and management, handles difficult conversations well, keeps team informed | Communicates adequately during service, passes on information, responds to queries | Miscommunicates with FOH regularly, unclear briefings, doesn't share important information, creates service friction |
| Strategic thinking | Contributes to F&B strategy, understands commercial context, plans ahead for seasons and events, thinks beyond daily operations | Responds to strategic requests, plans menus in advance, understands the business context of their decisions | Focuses entirely on day-to-day operations, doesn't engage with commercial direction, reactive rather than proactive |
| Accountability | Takes full ownership of kitchen performance, acknowledges mistakes, holds team to high standards, delivers on commitments | Accepts responsibility for outcomes, follows through on agreed actions, maintains standards | Blames others for failures, makes excuses, doesn't follow through on commitments, standards slip under pressure |
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 their sous chef to the point where they independently ran 12 services during the review period with zero quality issues — a clear succession plan in action."
"[Name]'s communication with FOH has improved significantly since the mid-year conversation, with service briefings now including allergen updates and timing expectations."
"[Name] tends to blame suppliers or equipment when food cost overruns occur rather than examining kitchen practices — observed in three separate discussions 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 HACCP records complete and up to date? Is the kitchen maintaining required temperatures for storage, cooking, and service? Are allergen processes followed rigorously? Has the kitchen maintained its food hygiene rating? At this level, the head chef is responsible for the entire food safety system, not just personal compliance.
Health and safety — Are risk assessments current for the kitchen? Are COSHH records maintained? Have incidents been reported and investigated properly? Are equipment safety checks being conducted? Is the kitchen maintaining a safe working environment despite the pressures of service?
Staff welfare — Are working time regulations observed for kitchen staff? Are breaks being taken? Are junior staff properly supervised? Is the kitchen culture one where staff feel safe to report concerns? Staff welfare in kitchens requires active management, not just policy compliance.
Documentation — Are recipes documented and costed? Are supplier records maintained? Are training records up to date? Are temperature logs, cleaning schedules, and due diligence records complete? Documentation discipline reflects operational discipline.
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, EHO visits, 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 head chef created particular value.
How to write strong achievement statements:
- Be specific: dates, numbers, names, outcomes
- Show impact: cost savings, quality improvements, team development, guest satisfaction
- Use their contribution, not the team's: what did they do?
Example phrases:
"[Name] reduced food cost from 32% to 28% over the review period through menu engineering, supplier renegotiation, and waste reduction — contributing approximately £24,000 to the bottom line."
"[Name] developed and launched the seasonal tasting menu in September, which now accounts for 25% of covers and generates the highest average spend in the restaurant's history."
"[Name] rebuilt the brigade following three departures, recruiting and training a new sous chef and two chefs de partie who have all passed probation and are performing well."
"[Name] achieved a 5 food hygiene rating during the EHO inspection in November, with the inspector specifically noting the quality of HACCP documentation."
"[Name] mentored two commis chefs through their NVQ Level 2, both of whom completed ahead of schedule."
Customisation tips:
- For head chefs who took on a new kitchen, acknowledge the turnaround period and highlight improvement trajectory
- For established head chefs, focus on innovation, efficiency gains, and strategic contribution
- For kitchens that went through difficult periods (staffing crises, renovation), recognise the additional challenge
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 P&L engagement needs development — tends to focus on food quality without connecting decisions to commercial impact. Food cost rose 2% during the review period without being flagged until the monthly review."
"[Name] needs to delegate more effectively to the sous chef. Currently present on every service and involved in every prep decision, which prevents the sous chef from developing and creates a single point of failure."
"[Name]'s relationship with FOH management has been a friction point — three service disputes during the review period that required senior management intervention."
"[Name]'s menu changes have been delayed repeatedly, with the autumn menu launching three weeks late. Planning and time management for menu development needs improvement."
"[Name] has not yet addressed the performance gap with the fish chef de partie despite it being raised in two previous one-to-ones."
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:
"Maintain food cost at or below 29% for the full review period while maintaining current guest satisfaction scores."
"Reduce kitchen team turnover to below 20% during the review period through improved onboarding, structured development, and regular one-to-ones with all direct reports."
"Launch three seasonal menu changes during the review period, each delivered on time with full costings and staff training completed before service."
Development goal examples:
"Complete a kitchen leadership programme by end of Q3 to develop coaching and feedback skills for brigade management."
"Present quarterly P&L reviews to the F&B manager with analysis and recommendations, demonstrating improved commercial awareness."
"Develop a documented succession plan for the sous chef and senior chef de partie roles by end of Q1."
Connecting objectives to career progression:
| Current role | Typical next step | What to assess |
|---|---|---|
| Head Chef | Executive Chef or Multi-outlet Kitchen Director | P&L mastery across multiple kitchens, strategic thinking, supplier management at scale, multi-team leadership, menu development for different concepts |
If they want to become an executive chef, include objectives that develop multi-kitchen perspective and strategic contribution. If they want to stay as a head chef, focus on mastery goals and creative development. Set targets that stretch but don't break — if current food cost is 32%, aiming for 26% in one period is unrealistic; 29% 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 food quality, costs, and team development, and is developing skills beyond their current role. This head chef is a genuine asset who raises the standard for the kitchen and the wider operation.
Meets expectations — Reliably performs the role to the required standard. Manages the kitchen competently, maintains food quality and cost control, and contributes positively to the operation. 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 food quality, cost control, 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 45 minutes for the review conversation — 30 for discussion, 15 for buffer. Meet outside service hours in a private space — not the kitchen.
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 "food cost overruns" but they explain that you approved a premium supplier switch mid-period that drove the increase, 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 food cost tracking?" and "I noticed the menu change launched on time — what worked?" 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, 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 Head Chef one-to-one guide for how to run the weekly conversations that feed into this review
- Check out our Head Chef onboarding guide if you're reviewing someone still in their first 90 days
- See our Head Chef interview questions for hiring guidance