How to Use the Hotel Receptionist 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 hotel receptionist 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 check-in time, upsell conversion, guest satisfaction, and error rate 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 check-in/out efficiency, upselling, PMS proficiency, guest problem-solving, and department communication with Exceeds/Meets/Below descriptors
- Behavioural Competencies assessment covers guest engagement, reliability, teamwork, and composure
- Compliance and Standards confirms data protection, fire safety, security, and financial procedures
- 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 hotel receptionist performance reviews matter
Your hotel receptionists are the first and last face every guest sees. A well-written performance review helps them understand exactly where they stand, what they are doing well, and what they need to work on. Unlike casual feedback during a shift, 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 receptionist 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.
Check-in time — Pull average check-in duration from your PMS reports. Compare their times to team averages on the same shifts — a receptionist working Friday afternoon group arrivals will naturally take longer per check-in than someone processing Tuesday morning business travellers. Consistently fast check-ins without quality dropping indicates strong desk management. Consistently slow check-ins point to either system issues, training gaps, or thoroughness that might actually be a strength.
Upsell conversion rate — The most telling revenue metric for a receptionist. Pull this from your PMS or upsell tracking system and look at the trend over the full review period, not just recent weeks. If they consistently convert 25% of check-ins to upgrades while the team average is 15%, they are driving real revenue through natural recommendation. If they are below average, you need to understand whether it is confidence, technique, or available inventory.
Guest satisfaction (front desk) — Check guest feedback scores specific to front desk interactions. Low or zero complaints across a full review period indicates consistent, reliable service. Recurring complaints about the same issue — slow service, unfriendly greeting, billing errors — point to specific development needs. Distinguish between complaints caused by the receptionist and complaints they absorbed from other failures.
Error rate — Review billing errors, incorrect room assignments, missed requests, and system entry mistakes. A low error rate across a full review period indicates attention to detail and system competence. Recurring errors in the same area suggest a training gap rather than carelessness. Context matters — a receptionist processing 80 check-ins during a group arrival will naturally have a higher absolute error count than one handling 20 midweek arrivals.
Customisation tips:
- For luxury hotels, add VIP recognition rate and personalisation score from guest feedback
- For business hotels, add corporate account accuracy and loyalty programme enrolment rate
- For resort properties, add ancillary sales (spa, dining, excursions) conversion at check-in
- Do not rely on a single metric — a receptionist with slow check-in times but zero errors and high guest satisfaction might be excellent at thoroughness but need coaching on speed
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 — PMS training not provided, shift patterns unchanged, budget constraints
Be honest about blocked objectives. If you promised PMS training that never materialised, or said you would review the shift rotation and did not, that is 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 are 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 |
|---|---|---|---|
| Check-in/out efficiency | Processes arrivals and departures swiftly with minimal wait times, handles group check-ins smoothly, anticipates bottlenecks and adjusts | Manages check-in and check-out at an acceptable pace, occasional delays during peak but recovers, asks for help when needed | Consistently slow, creates queues, struggles with multiple arrivals, does not adapt to pressure |
| Upselling | Naturally recommends upgrades, packages, and services; conversion rate significantly above team average; reads guest needs intuitively | Offers upgrades when prompted, mentions available options, conversion rate in line with team average | Rarely suggests upgrades, misses obvious opportunities, conversion rate below team average |
| PMS proficiency | Navigates all system functions confidently, troubleshoots basic issues independently, uses advanced features to improve efficiency | Completes standard tasks accurately, knows core functions, occasionally needs help with complex bookings | Struggles with basic functions, makes frequent data entry errors, relies heavily on colleagues for system tasks |
| Guest problem-solving | Resolves complaints immediately without escalation, turns negative experiences into positive outcomes, anticipates issues before they reach the guest | Handles routine complaints appropriately, escalates complex issues, apologises sincerely and follows up | Becomes flustered under pressure, delays addressing issues, escalates unnecessarily, leaves guests feeling unheard |
| Department communication | Proactively coordinates with housekeeping, maintenance, and F&B; shares information before it is requested; keeps all departments updated | Communicates adequately with other departments, passes on information, follows up on requests | Fails to communicate room status changes, does not follow up with housekeeping, creates information gaps between departments |
Avoiding common rating errors:
- Recency bias: Check your notes from three months ago. Did they have a strong start that is now forgotten?
- Halo effect: Brilliant guest rapport does not mean excellent PMS skills. Rate each competency separately.
- Central tendency: Not everyone "meets expectations." If they are exceptional at upselling, say so. If they are struggling with system accuracy, say that too.
Customisation tips:
- For luxury hotels, add VIP handling and personalisation as a separate competency
- For business hotels, weight PMS proficiency and corporate account management more heavily
- For properties with extensive F&B, consider adding cross-selling of hotel amenities
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] increased upsell conversion from 12% to 22% over the review period through consistent, natural recommendations at check-in."
"[Name]'s PMS proficiency needs improvement — observed four occasions where billing corrections were required due to incorrect rate code entry."
"[Name] handled the conference group check-in on 8th March (120 arrivals in 90 minutes) without a single complaint, coordinating with housekeeping and porters seamlessly."
"[Name] struggled with guest complaint resolution during the review period, with two instances where guests escalated to duty manager after feeling dismissed."
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 every guest, remembers returning visitors, personalises interactions naturally, receives frequent positive feedback | Professional and friendly with guests, handles most interactions well, polite and presentable | Transactional with guests, lacks warmth, does not engage beyond the minimum, receives complaints about attitude |
| Reliability | Never late, always ready for shift, stays when needed without complaint, covers shifts at short notice, consistent across all shift patterns | Punctual and prepared, occasional lateness with good reason, reasonable flexibility | Frequent lateness, calls in sick regularly, leaves on time regardless of desk state, unreliable for cover |
| Teamwork | First to offer help, covers colleagues willingly, shares knowledge with newer staff, positive presence on every shift | Helps when asked, gets along with colleagues, participates in team activities | Reluctant to help, creates tension, works in isolation, undermines colleagues |
| Composure | Remains calm and professional under extreme pressure, handles aggressive guests without losing control, de-escalates situations instinctively | Manages most pressure situations adequately, occasionally flustered but recovers, seeks support appropriately | Visibly stressed under pressure, reacts emotionally to difficult guests, creates tension at the desk |
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] achieved 100% attendance during the review period, covering five additional shifts at short notice including two night shifts during the December peak."
"[Name] tends to disengage during quieter periods rather than using downtime productively — observed checking personal phone while guests were waiting on two occasions."
"[Name] handled an aggressive guest on 22nd January with exceptional composure, de-escalating the situation calmly and receiving a written apology from the guest the following day."
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.
Data protection — Do they handle guest data correctly? Are they discreet with personal information at the desk? Do they lock screens when stepping away? Do they understand GDPR requirements for handling guest records, ID documents, and payment details? Data breaches at reception carry significant legal and reputational consequences.
Fire safety — Do they know the evacuation procedure? Can they guide guests to assembly points? Do they know where the fire panel is and how to read it? Could they calmly manage a lobby full of guests during an alarm? The receptionist is often the first point of contact during emergencies.
Security — Do they follow key card protocols? Do they verify guest identity before sharing room information? Do they challenge unfamiliar people in restricted areas? Do they understand the procedures for lost property, suspicious packages, and unauthorised access?
Financial — Do they handle cash, card payments, and billing accurately? Do they follow procedures for refunds, adjustments, and currency exchange? Are their cash drawers balanced at shift end? Financial accuracy is a trust and compliance issue.
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 receptionist created particular value.
How to write strong achievement statements:
- Be specific: dates, numbers, names, outcomes
- Show impact: revenue generated, problems solved, guest loyalty created
- Use their contribution, not the team's: what did they do?
Example phrases:
"[Name] increased upsell conversion from 12% to 22% over the review period through consistent, natural recommendations at check-in."
"[Name] handled a significant guest complaint regarding an overbooked room on 15th March — relocated the guest to a partner hotel, arranged transport, and the guest returned the following week requesting [Name] by name."
"[Name] trained three new starters during the review period, all of whom passed probation with positive feedback citing [Name]'s patience and clarity."
"[Name] achieved 100% attendance during the review period, covering five additional shifts at short notice during the December peak."
"[Name] received the most individual mentions in guest feedback across the front desk team, with 18 positive comments specifically naming them."
Customisation tips:
- For luxury hotels, achievements might include VIP recognition, personalised welcome preparation, or concierge-level guest handling
- For business hotels, focus on corporate account management, loyalty programme enrolments, and business traveller satisfaction
- For new team members in their first review, acknowledge the learning curve and highlight improvement trajectory
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 upsell technique needs development — conversion rate remained at 8% against a team average of 18% despite coaching sessions in January and March."
"[Name] struggled with composure during the group check-in rush on three observed occasions, with visible frustration affecting guest interactions."
"[Name] tends to work in isolation during quieter periods rather than supporting colleagues or using downtime for administrative tasks."
"[Name]'s PMS accuracy needs improvement — billing corrections were required on 6% of their transactions against a team average of 2%."
"[Name] received two formal guest complaints during the period regarding perceived lack of attention during check-in."
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:
"Increase upsell conversion rate from 12% to 18% by end of Q2 through consistent upgrade recommendations at every eligible check-in."
"Reduce billing error rate to below 1% over the next review period by completing the PMS advanced training module by end of March."
"Achieve a guest satisfaction score of 4.5 or above for front desk interactions consistently across the review period."
Development goal examples:
"Complete the front desk leadership module by end of June to prepare for senior receptionist responsibilities."
"Shadow the duty manager for at least 3 shifts during the review period to develop operational awareness beyond the desk."
"Train at least one new starter during their first week, with the starter rating the training as 'helpful' in their probation review."
Connecting objectives to career progression:
| Current role | Typical next step | What to assess |
|---|---|---|
| Hotel Receptionist | Front Desk Supervisor / Duty Manager | Leadership potential, ability to train others, composure under pressure, cross-department coordination, PMS mastery |
If they want to become a supervisor, include leadership-building objectives. If they want to stay as a skilled receptionist, focus on mastery goals. Set targets that stretch but do not break — if current upsell conversion is 10%, aiming for 30% in three months is unrealistic; 18% 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 guest experience and revenue, and is developing skills beyond their current role. This receptionist is a genuine asset who raises the standard for the team.
Meets expectations — Reliably performs the role to the required standard. Handles the desk competently, maintains guest satisfaction, and contributes positively to the team. Development areas exist but do not 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 experience, team dynamics, or operational effectiveness. Improvement is needed with clear support and timelines.
Be honest. Rating everyone as "Meets expectations" helps nobody. If they are exceptional, recognise it. If they are 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 peak desk hours in a private space.
How to conduct the meeting:
Give them the written review to read for 5-10 minutes. Do not hover — get them a drink and let them absorb it privately. When they have read it, ask: "What are your thoughts? Does this feel fair?" Then listen. Do not defend immediately — understand their perspective first.
If they raise valid points, amend the document. If you noted "struggles with composure" but they explain they were covering two positions during those shifts due to sickness, 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 are 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 is the upsell coaching going?" and "I noticed your check-in times have improved — what changed?" 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 Hotel Receptionist one-to-one guide for how to run the weekly conversations that feed into this review
- Check out our Hotel Receptionist job description for the full scope of responsibilities
- See our Hotel Receptionist onboarding guide if you are reviewing someone still in their first 90 days