How to Use the Kitchen Porter One-to-One Template

Why structured kitchen porter one-to-ones matter

Your kitchen porters keep the entire operation moving. Without clean pots, clear floors, and functioning equipment, the kitchen stops. They are often the hardest-working people in the building and the least likely to receive structured attention from management. When they are supported, the kitchen runs efficiently, chefs have what they need, and the environment stays safe. When they are struggling, pots pile up, service slows down, and you lose good people to jobs that treat them better.

The challenge is that kitchen porters work physically demanding shifts with little downtime. They rarely get asked how things are going because the assumption is that the job is straightforward. It is not. The pace is relentless, the environment is hot and wet, and the social dynamics of a kitchen can be harsh. Without intentional one-to-ones, you will only find out about problems when they stop showing up.

This template structures your weekly conversations around the areas that matter most for kitchen porter performance and retention. Each section builds on the last: preparation gives you context, their agenda shows you what is on their mind, the discussion sections cover role performance, team dynamics, growth, and wellbeing, and the engagement indicators give you an early-warning system for disengagement.

Preparation

Complete these steps before each meeting to ensure a focused and productive conversation. Arriving prepared shows your kitchen porter that you take this time seriously.

Review notes from previous one-to-one — Pull up the notes from your last session. What actions did you commit to? What did they commit to? If you promised to fix a dishwasher fault or get them new gloves, check whether you followed through. Walking in without knowing what was agreed last time undermines the entire process.

Check recent performance data or feedback — Think about how the wash section has been running. Have there been complaints from chefs about pot availability? Has the kitchen been cleaner or messier than usual? Has anyone commented on their work — positively or negatively? This takes a minute and gives you specific talking points.

Note any observations from the past week — Think about what you have noticed during service. Did they keep up during Saturday's rush? Were they still going strong at the end of a double? Did a chef snap at them? Did they help with something beyond their usual tasks? Write down two or three specific observations before the meeting.

Send agenda prompt to employee ahead of time — Keep it simple: "We are catching up at 3. Anything on your mind?" Kitchen porters may not be used to being asked. If they reply "no" or do not reply, that is fine — the prompt itself signals that you care. If they do raise something, take it seriously.

Customisation tips:

• Schedule at 3pm between lunch cleanup and evening prep — this is typically the quietest window
• 10 minutes is enough. Keep it short and focused. Kitchen porters are not used to long meetings and may feel uncomfortable in them
• Meet near the pot wash area or a quiet corner of the kitchen. Standing is fine if they prefer — do not force them into an office
• For the first 90 days, keep these weekly without exception. After that, you can move to fortnightly if they prefer — but ask first

Their Agenda

Start every one-to-one by asking: "Anything been on your mind?" Record whatever they raise before covering your own items.

If they say "no" or shrug, do not push hard. Kitchen porters are often not used to being asked what they think. Try a specific opener instead: "How was Saturday night? Talk me through the worst half hour." The specific framing works because "How was your week?" is too vague for someone who spent it scrubbing pans.

Once they are talking, ask "Anything else?" until they run out. Do not jump to solutions or share your perspective yet. This section is about understanding their world, not managing it.

If you have items to cover — schedule changes, new cleaning products, feedback from chefs — mention them briefly so they know it is coming, then let them go first: "I want to mention the new dishwasher schedule before we finish, but first — anything from the last few days?"

What to record: Their exact words. Do not paraphrase — "the dishwasher keeps flooding" is more useful than "discussed equipment."

Role Performance

These four questions are designed to uncover how the job actually feels from your kitchen porter's position. Work through each one during the conversation and tick it off as you cover it.

"What's the hardest part of your shift? The bit you dread?"

This reveals where the daily workload breaks them down. The part they dread tells you what is unsustainable. If it is always "the pan pile after mains," that is a pacing issue. If it is "the deep clean at the end when I am already dead on my feet," that is a scheduling issue. If it is "when [chef] dumps everything at once," that is a communication issue. Understanding what they dread helps you prevent it.

What good answers sound like:

• Names a specific part of the shift with genuine detail
• Identifies what makes that part harder than the rest
• Shows they have thought about why it is difficult, not just that it is

What to do with the answer: If the dreaded part is fixable — better scheduling, equipment repair, chef behaviour — fix it. If it is inherent to the role, acknowledge it and make sure other parts of the job compensate.

"Is there any equipment that's making your job harder than it needs to be? Anything broken, slow, or missing?"

Equipment issues are the most common and most fixable source of kitchen porter frustration. A dishwasher that takes twice as long, a spray hose with no pressure, gloves that rip after one shift — these things multiply across hundreds of uses per day. Your kitchen porter knows exactly what needs fixing; they just need to be asked.

What good answers sound like:

• Specific about which equipment is the problem and what is wrong with it
• Quantifies the impact ("I lose 20 minutes a shift because the machine takes three cycles to get pans clean")
• Distinguishes between things that need replacing and things that need servicing

What to do with the answer: Fix it. Equipment requests from kitchen porters are usually cheap and have an immediate impact on productivity and morale. If you cannot fix it immediately, give a timeline and stick to it.

"Are you getting enough time to keep up, or are you always behind?"

Falling behind is demoralising. A kitchen porter who is constantly drowning in dirty pots cannot maintain quality and will burn out. This question reveals whether the workload is manageable or whether they need more support — an extra pair of hands during service, better pacing from the kitchen, or more realistic expectations.

What good answers sound like:

• Honest about whether the pace is sustainable
• Identifies specific times or shifts where they fall behind
• Distinguishes between manageable busy and impossible busy

What to do with the answer: If they are always behind, the problem is either staffing, pacing, or equipment. Work out which and address it. Do not just tell them to work faster — that is not a solution.

"What time do you actually finish? Is it what you're scheduled for, or are you staying late?"

Kitchen porters frequently stay late to finish cleaning up after service. If this is occasional, it is part of the job. If it is every shift, it is a scheduling or workload problem. They may not complain because they do not feel they can, but unpaid late finishes erode goodwill quickly.

What good answers sound like:

• Honest about actual finish times versus scheduled times
• Identifies which shifts run over and by how much
• Names what causes the overrun

What to do with the answer: If they are regularly staying 30-60 minutes late, adjust the schedule or add support at the end of service. If they are being paid for the overtime, make sure they know it is appreciated. If they are not, fix that immediately.

Record the key points from your discussion, focusing on equipment issues, workload patterns, and anything that needs action. Note specific problems they described — these are valuable evidence for performance reviews and budget requests.

Team and Relationships

These questions surface the dynamics that affect kitchen porter wellbeing — chef behaviour, team inclusion, access to help, and social connection.

"How are the chefs treating you? Anyone making your life difficult?"

Kitchen hierarchies can be brutal. Kitchen porters are at the bottom, and some chefs treat them accordingly — dumping pots aggressively, shouting, or treating them as invisible. This question gives permission to raise something they would otherwise absorb silently.

What good answers sound like:

• Honest about specific interactions rather than general complaints
• Distinguishes between the pressure of service and genuine mistreatment
• Names individuals if they feel safe doing so

What to do with the answer: If a chef is genuinely mistreating them, address it directly with the chef. Do not ask your kitchen porter to handle it themselves — they do not have the power. If the kitchen culture is generally dismissive of porters, that is a leadership issue.

"Do you feel like part of the team, or like you're separate from the kitchen?"

Kitchen porters are physically in the kitchen but often socially excluded. They may not be included in team meals, pre-service briefings, or social events. Feeling like an outsider in a place you spend 50 hours a week is deeply demoralising.

What good answers sound like:

• Honest about whether they feel included or isolated
• Identifies specific moments where they felt part of the team or excluded from it
• Shows what inclusion would look like to them

What to do with the answer: If they feel excluded, take specific steps to include them — invite them to team meals, include them in briefings, mention their contribution publicly. Small gestures of inclusion have an outsized impact on retention.

"When you need help — extra hands, more supplies, anything — can you ask? Or does it feel like you're on your own?"

This reveals whether they have a support system. A kitchen porter who feels they cannot ask for help when overwhelmed will either suffer in silence or leave. Knowing they can call for backup during a rush makes the job sustainable.

What good answers sound like:

• Clear about whether they feel comfortable asking for help
• Identifies who they would ask and whether that person responds
• Shows awareness of when help is needed versus when they can manage alone

What to do with the answer: If they feel they cannot ask for help, change the culture. Make it clear to the kitchen team that supporting the KP during rushes is everyone's responsibility. A chef who helps stack pots for two minutes during a rush creates a kitchen porter who stays for two years.

"Is there anyone in the kitchen you get on well with? Anyone who looks out for you?"

Social connection is a powerful retention tool. A kitchen porter who has one ally — someone who asks how they are doing, helps them during rushes, or includes them in conversation — is significantly more likely to stay than one who works in isolation.

What good answers sound like:

• Names a specific person and describes the relationship
• Shows they have some social connection in the workplace
• Identifies what makes that person positive to work with

What to do with the answer: If they have an ally, reinforce that relationship through scheduling. If they do not, consider who in the team might be a good fit and create opportunities for connection. A buddy system during the first few weeks can make the difference between someone staying and someone leaving.

Capture the team dynamics discussed, any concerns about chef behaviour, and anything that suggests isolation. Note positive relationships too — these are protective factors worth supporting.

Growth and Development

These questions explore career aspirations and development needs. The answers shape how you invest in this kitchen porter's growth.

"Is pot wash something you want to do long-term, or are you interested in cooking?"

There is no wrong answer, but the answer changes everything. Many kitchen porters are interested in cooking and see the role as an entry point. If that is the case, you have an opportunity to develop them into a commis chef — which solves your KP turnover problem by creating a genuine pathway. If they are happy doing pot wash, focus on making the role as good as it can be.

What good answers sound like:

• Honest about their intentions without feeling judged
• Specific about what interests them, even if it is tentative
• Shows they have thought about it, or is open to thinking about it now

What to do with the answer: If they want to cook, start giving them small prep tasks — peeling, chopping, portioning. Pair them with a patient commis chef for 30 minutes a week. Build the pathway incrementally. If they want to stay in pot wash, invest in their comfort — better equipment, fair scheduling, proper recognition.

"Have you ever done any food prep? Peeling, chopping, basic stuff?"

This assesses their current skill level and opens the door to development. Many kitchen porters have some prep experience but have not been given the chance to use it formally. Others are genuinely interested but have never touched a knife. Knowing where they start helps you plan the next step.

What good answers sound like:

• Honest about their experience level without embarrassment
• Enthusiastic about what they have tried or would like to try
• Asks questions about what they could learn

What to do with the answer: If they have experience, give them more responsibility. If they are a complete beginner but interested, start with the basics — vegetable prep, portion weighing, basic hygiene. Track their progress in these notes.

"If you could learn one thing in this kitchen, what would it be?"

This reveals what excites them about the kitchen environment. It might be cooking, knife skills, sauce making, or even how the pass works. Whatever they answer shows you what would engage them beyond their current role.

What good answers sound like:

• Names something specific that interests them
• Shows curiosity about the kitchen beyond pot wash
• Connects what they want to learn to what they see happening around them

What to do with the answer: Make it happen. If they want to learn knife skills, schedule 15 minutes with a chef once a week. If they are curious about how the pass works, let them watch during a quiet service. These small investments cost almost nothing and transform engagement.

Record their career direction, cooking interest, and any skills they want to build. This feeds directly into performance review objectives and helps you plan development — including potential progression to commis chef.

Wellbeing and Support

These questions catch physical strain, exhaustion, and unmet needs before they cause resignations. Ask them genuinely, not as a box-ticking exercise.

"What's one thing that would make your job easier? If you could change one thing, what would it be?"

This cuts through politeness to their top priority. Whatever they name is the thing most likely to make them leave if it is not addressed. For kitchen porters, the answer is often practical — better gloves, a working dishwasher, more time at the end of the shift.

What good answers sound like:

• Names something specific and fixable
• Trusts you enough to be honest
• Shows they have thought about what would actually help

What to do with the answer: Fix it if you can. Kitchen porter requests are usually small and cheap — gloves, aprons, equipment servicing. The return on these investments is enormous in terms of morale and retention.

"Are you getting enough breaks? Enough water?"

Basic needs are often overlooked for kitchen porters. The work is physical and hot, and breaks can get squeezed when the kitchen is busy. Dehydration and exhaustion are real risks, not hypothetical ones.

What good answers sound like:

• Honest about whether breaks are actually happening
• Identifies shifts where breaks get skipped or shortened
• Willing to admit if they are not drinking enough water

What to do with the answer: If breaks are being missed, enforce them. Make water accessible at the wash station — not across the kitchen. These are basic duty-of-care requirements, not perks.

"How are you physically? Any aches, pains, or strains from the work?"

Kitchen porter work is physically demanding — heavy lifting, repetitive movements, standing on wet floors for hours. Physical injuries are common and often unreported because porters assume they just have to deal with it.

What good answers sound like:

• Honest about physical discomfort rather than performing toughness
• Identifies specific areas of strain (back, hands, knees, shoulders)
• Connects physical issues to specific tasks or working conditions

What to do with the answer: If they are in pain, assess whether the cause is equipment (heavy pots, poor ergonomics), technique (lifting incorrectly), or workload (too many hours of repetitive work). Provide training on manual handling if needed. Adjust tasks to reduce strain on affected areas. Take physical complaints seriously — ignoring them creates injury claims and absences.

"Is there anything you need that you haven't got? Gloves, aprons, equipment?"

This is the most practical question in the section. Kitchen porters often work with inadequate PPE because they do not feel they can ask for replacements, or because the ordering process is too slow. Proper equipment is a basic requirement, not a luxury.

What good answers sound like:

• Names specific items they need
• Explains why current supplies are inadequate (wearing out too quickly, wrong size, missing entirely)
• Trusts you enough to ask

What to do with the answer: Order it. Today. If you make them wait three weeks for gloves they need now, you have told them exactly how much you value their comfort.

Record physical complaints, equipment needs, and break patterns. Flag anything that suggests physical injury risk or burnout — these notes are critical early-warning signs that need action, not just documentation.

Engagement Indicators

These are observational indicators you assess based on what you have seen during the week, not questions you ask directly. Tick each indicator that is genuinely present. Anything you cannot tick is worth exploring — either in this meeting or through closer observation before the next one.

Maintaining usual work pace — Are they still working at their normal speed, or has their pace dropped? A kitchen porter who used to keep the wash clear but now lets pots accumulate is showing either physical fatigue or mental disengagement. Do not assume laziness — investigate the cause.

Arriving consistently without increasing absences — Are they showing up reliably, or are sick days and late arrivals increasing? Kitchen porters who start calling in sick more often are usually telling you something — the job is too hard, the environment is too hostile, or they have found something better.

Continuing to engage rather than going quiet — Do they still talk to colleagues, respond when spoken to, and show some presence in the kitchen? Or have they gone silent? A kitchen porter who withdraws socially is often on their way out. Silence in a noisy kitchen is a warning sign.

Maintaining care and standards — Are they still cleaning to the same standard, or has quality slipped? A kitchen porter who starts cutting corners — leaving residue on pots, skipping floor mopping, not sorting recycling — is either overwhelmed or disengaged. Both need attention.

Continuing to ask for needed supplies — Do they still flag when they need gloves, detergent, or equipment servicing? Or have they stopped asking? A kitchen porter who stops requesting what they need has either given up expecting help or decided they are leaving soon enough that it does not matter.

Note which indicators you could not tick and what you have observed. If multiple indicators are absent, this kitchen porter needs urgent attention — increase frequency to twice-weekly and focus on understanding what has changed.

Actions and Follow-Up

At the end of every one-to-one, summarise what you have both agreed to do. Say it out loud before you finish:

"So by next week I am going to: [your actions]. And you are going to: [their actions]. Sound right?"

Then confirm briefly: "From today: I am getting [X] sorted. You are trying [Y]. Chat next [day] at [time]."

What to record:

• Your commitments with deadlines (e.g., "Order new gloves by Friday")
• Their commitments with deadlines (e.g., "Try the new pot stacking method this weekend")
• Any items to escalate to your manager
• Topics to revisit next time

Follow-through matters more than anything else in this template. If you promise new gloves, get them within 48 hours. If you promise to speak to a chef about their behaviour, do it before the next shift. Kitchen porters are used to being ignored. Following through on small promises builds enormous trust. If you cannot do something you promised, tell them immediately and offer an alternative.

Session Notes

Record your overall impressions from the conversation: patterns you are noticing, changes in their engagement or energy, anything you want to revisit in future sessions.

This is also where you note how your approach should adapt:

• First 90 days: 80% listening, 20% guiding. Focus on making them feel welcome and supported.
• Established relationship: Explore development territory. Cooking interest, prep skills, progression pathways.
• When things are going well: Acknowledge their work publicly, involve them in kitchen decisions where appropriate, support skill development.
• When things are struggling: Increase frequency, focus on practical support, address any chef behaviour issues immediately.

Over time, these session notes create a narrative of your working relationship — invaluable for performance reviews and progression decisions.

What's next

Once you have established regular one-to-ones, the conversations you have will feed directly into formal performance reviews. See our guide on Kitchen Porter performance reviews for how to use the evidence you gather in these sessions to write a thorough, fair assessment.

• Read our Kitchen Porter job description for the full scope of responsibilities
• Check out our Kitchen Porter onboarding guide if you are supporting someone in their first 90 days