How to Use the Hotel Revenue 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 hotel revenue 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 RevPAR index, forecasting accuracy, ADR growth vs market, and channel cost 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 revenue optimisation, forecasting accuracy, channel management, market analysis, and strategy communication with Exceeds/Meets/Below descriptors
- Behavioural Competencies assessment covers analytical rigour, collaboration, commercial judgement, and adaptability
- Compliance and Standards confirms system management, rate parity, contractual compliance, and reporting accuracy
- 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 revenue manager performance reviews matter
Your revenue manager is the person most directly responsible for your hotel's commercial performance. A well-written performance review helps them understand exactly where they stand, what they are doing well, and what they need to develop. Unlike casual feedback in a commercial meeting, 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 revenue 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.
RevPAR index — Pull the RevPAR index from your STR reports or comp set data. Compare performance against the competitive set over the full review period, not just recent months. An index consistently above 100 indicates they are outperforming the market. Below 100 means the market is winning. Look at the trend — a revenue manager who moved the index from 95 to 102 has delivered more value than one who maintained a steady 105.
Forecasting accuracy — Review forecast vs actual results across the review period by month, by segment, and by day of week. Measure the variance percentage. Consistent accuracy within 3-5% indicates strong analytical capability. Persistent over- or under-forecasting in specific areas reveals where their methodology needs refinement. Context matters — forecasting during a pandemic recovery is harder than forecasting in a stable market.
ADR growth vs market — Compare your ADR growth rate against comp set ADR growth. If the market grew ADR by 4% and your property grew by 7%, the revenue manager is driving rate effectively. If you are growing slower than the market, investigate whether it is a strategic choice (trading rate for occupancy) or a missed opportunity.
Channel cost — Review the distribution cost per booking across channels — direct, OTA, GDS, and wholesale. A revenue manager who is reducing channel cost while maintaining or growing bookings is driving genuine profit improvement. Track the direct booking percentage trend and OTA commission as a percentage of room revenue.
Customisation tips:
- For resort properties, add ancillary revenue per occupied room and package conversion rate
- For business hotels, add corporate account contribution and negotiated rate compliance
- For multi-property revenue managers, add portfolio RevPAR index and cross-property optimisation metrics
- Do not rely on a single metric — a revenue manager with flat RevPAR but significantly improved channel mix is delivering real value through cost reduction
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 — RMS upgrade delayed, market disruption, budget constraints, organisational changes
Be honest about blocked objectives. If you promised an RMS investment that did not materialise, or said you would support their attendance at an industry conference 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 |
|---|---|---|---|
| Revenue optimisation | Consistently outperforms comp set, identifies and captures opportunities others miss, balances rate and occupancy dynamically, drives measurable RevPAR growth | Maintains competitive position, makes sound pricing decisions, responds to demand signals appropriately | Underperforms comp set without clear explanation, misses pricing opportunities, reactive rather than strategic |
| Forecasting accuracy | Forecasts consistently within 3% variance, identifies risks early, adjusts methodology based on market changes, provides reliable data for operational planning | Forecasts within acceptable variance, occasional misses with reasonable explanation, adjusts when prompted | Persistent forecast inaccuracy beyond 10%, does not learn from misses, provides unreliable data for planning |
| Channel management | Optimises distribution mix actively, reduces cost of acquisition while maintaining bookings, manages OTA relationships strategically, drives direct booking growth | Maintains acceptable channel mix, monitors OTA performance, responds to parity issues | Allows channel costs to drift, does not manage OTA relationships proactively, parity issues go unaddressed |
| Market analysis | Deep understanding of comp set behaviour, anticipates market shifts, integrates external data into strategy, provides actionable market intelligence | Monitors comp set performance, reports on market trends, reacts to competitive changes | Limited market awareness, surprised by competitor moves, does not integrate market data into pricing |
| Strategy communication | Presents revenue strategy clearly to non-technical stakeholders, builds commercial consensus, influences decision-making across departments | Communicates pricing rationale when asked, provides clear reports, participates in commercial meetings | Struggles to explain strategy to non-technical audiences, provides data without interpretation, absent from key discussions |
Avoiding common rating errors:
- Recency bias: Check performance from six months ago. A weak Q1 that improved dramatically in Q2 should be assessed holistically.
- Halo effect: Strong RevPAR performance does not mean strong communication skills. Rate each competency separately.
- Central tendency: Not everyone "meets expectations." If they are exceptional at forecasting, say so. If their market analysis is weak, say that too.
Customisation tips:
- For properties with significant group business, add group pricing and displacement analysis as a separate competency
- For hotels in volatile markets, weight forecasting accuracy and adaptability more heavily
- For revenue managers with total revenue responsibility, add ancillary revenue management
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 RevPAR index from 97 to 104 over the review period, outperforming the comp set in 9 of 12 months through aggressive rate positioning during peak demand periods."
"[Name]'s forecasting accuracy needs improvement — average monthly variance was 8.5% against a target of 5%, with consistent over-forecasting of midweek corporate demand."
"[Name] reduced OTA commission as a percentage of room revenue from 14% to 11% by driving a 6-point increase in direct booking share through rate parity enforcement and website-exclusive offers."
"[Name] struggled to communicate the rate strategy to the sales team, resulting in three instances where negotiated corporate rates were offered below the approved floor."
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 |
|---|---|---|---|
| Analytical rigour | Interrogates data deeply, identifies patterns others miss, validates assumptions before recommending, maintains intellectual honesty about results | Analyses data competently, draws reasonable conclusions, checks key assumptions | Superficial analysis, accepts data at face value, does not investigate anomalies, draws conclusions without sufficient evidence |
| Collaboration | Builds strong relationships across departments, seeks input proactively, shares insights generously, creates commercial alignment | Works cooperatively with colleagues, shares information when asked, participates in cross-functional discussions | Works in isolation, does not seek input, creates friction with sales or operations, hoards information |
| Commercial judgement | Makes bold pricing decisions backed by sound analysis, balances short-term revenue with long-term positioning, sees the bigger picture | Makes sound commercial decisions in most situations, weighs options appropriately, seeks guidance on complex calls | Makes poor commercial calls, focuses on one metric at the expense of others, misses the strategic context |
| Adaptability | Adjusts strategy rapidly when market conditions change, experiments with new approaches, comfortable with uncertainty, learns from failures | Adapts to changes when prompted, adjusts forecasts and strategy as needed, handles disruption adequately | Slow to adjust, clings to outdated strategies, resistant to new approaches, struggles when conditions change |
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] identified the competitor's refurbishment closure three weeks before it showed in market data and repositioned our rates to capture displaced demand, generating an estimated additional revenue of £45,000."
"[Name] tends to work in isolation from the sales team — the Q3 corporate rate negotiations were completed without revenue management input until the final stage."
"[Name] responded to the unexpected demand surge in March by rapidly adjusting pricing across all channels, capturing an additional 4 ADR points that would have been missed with the previous strategy."
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.
System management — Are RMS settings maintained accurately? Are rate codes, restrictions, and availability updated correctly? Are system backups and data integrity maintained? RMS misconfiguration can silently cost thousands in lost revenue.
Rate parity — Are rates consistent across all distribution channels as required by contracts? Are parity violations identified and addressed promptly? Do they understand the commercial and legal implications of parity breaches?
Contractual compliance — Are negotiated corporate rates, wholesale rates, and OTA contract terms being honoured? Are rate audits conducted regularly? Are contract renewal timelines tracked and managed?
Reporting accuracy — Are reports and forecasts based on accurate, validated data? Are discrepancies investigated and resolved? Do stakeholders receive reliable information for decision-making?
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 revenue manager created particular value.
How to write strong achievement statements:
- Be specific: dates, numbers, revenue impact, market context
- Show impact: revenue generated, costs saved, competitive advantage gained
- Use their contribution, not external factors: what did they do?
Example phrases:
"[Name] improved RevPAR index from 97 to 104 over the review period, outperforming the comp set in 9 of 12 months."
"[Name] identified and captured £45,000 in displaced demand during the competitor refurbishment period through proactive rate repositioning and targeted channel marketing."
"[Name] reduced OTA commission costs by £62,000 annually through a 6-point increase in direct booking share."
"[Name] implemented a new forecasting methodology that improved accuracy from 8% variance to 3.5% variance, significantly improving operational planning reliability."
"[Name] presented the annual commercial strategy to ownership with clarity and conviction, securing budget approval for the RMS upgrade."
Customisation tips:
- For multi-property revenue managers, achievements might include portfolio-level improvements and cross-property optimisation
- For revenue managers in turnaround situations, acknowledge the difficulty of the context and highlight trajectory improvement
- For first-year revenue managers, focus on learning curve, system mastery, and relationship building
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, data, observations
- Connect each area to an action or opportunity
- Be direct but fair — vague feedback helps nobody
Example phrases:
"[Name]'s forecasting accuracy needs improvement — average monthly variance of 8.5% against a target of 5%, with persistent over-forecasting of midweek corporate demand suggesting a methodology gap."
"[Name] struggled to communicate pricing strategy to non-technical stakeholders — the Q2 commercial review presentation was unclear, with the GM requesting a simplified version."
"[Name] tends to work in isolation from the sales team, creating misalignment on corporate rate negotiations on three occasions during the review period."
"[Name]'s channel management needs attention — OTA commission increased from 12% to 14% of room revenue without a corresponding strategic rationale."
"[Name] was slow to adjust strategy when the market softened in Q3, maintaining rate positioning that resulted in 4 points of occupancy loss before correcting."
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 a RevPAR index of 103 or above for 10 of 12 months during the next review period through proactive rate management and demand capture."
"Improve forecasting accuracy to within 4% monthly variance by implementing the new segmentation methodology by end of Q1."
"Reduce OTA commission as a percentage of room revenue from 14% to 11% by end of the review period through direct booking initiatives and contract renegotiation."
Development goal examples:
"Complete CRME certification by end of Q3 to deepen total revenue management knowledge."
"Attend at least one industry conference during the review period and present two actionable insights to the commercial team within two weeks of attending."
"Lead the annual commercial strategy presentation to ownership independently, with the GM providing feedback but not co-presenting."
Connecting objectives to career progression:
| Current role | Typical next step | What to assess |
|---|---|---|
| Hotel Revenue Manager | Director of Revenue / Commercial Director | Multi-property thinking, total revenue strategy, stakeholder influence, team leadership, commercial vision |
If they want to progress to director level, include strategic and leadership-building objectives. If they want to deepen their expertise at property level, focus on technical mastery and expanded scope. Set targets that stretch but do not break — if current RevPAR index is 98, aiming for 110 in one period is unrealistic; 103 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, delivers measurable commercial impact, and is developing skills beyond their current role. This revenue manager is a genuine asset who drives competitive advantage.
Meets expectations — Reliably performs the role to the required standard. Manages revenue effectively, maintains competitive position, and contributes positively to commercial strategy. 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 commercial performance, forecasting reliability, or strategic contribution. 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 60 minutes for the review conversation — 45 for discussion, 15 for buffer. Meet in a private office with access to data if needed.
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 "slow to adjust strategy" but they explain they flagged the market shift two weeks before and were overridden, 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 forecasting methodology update going?" and "I noticed the direct booking share is up — what drove 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 calculations, 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 Revenue Manager one-to-one guide for how to run the conversations that feed into this review
- Check out our Hotel Revenue Manager job description for the full scope of responsibilities
- See our Hotel Revenue Manager onboarding guide if you are reviewing someone still in their first 90 days