How to Use the Line Cook 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 line cook 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 ticket times, consistency rate, covers handled, and station readiness 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 station execution, ticket management, consistency, speed under pressure, and line communication with Exceeds/Meets/Below descriptors
- Behavioural Competencies assessment covers teamwork, reliability, initiative, and composure
- Compliance and Standards confirms station cleanliness, temperature control, cross-contamination, and equipment safety
- 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 line cook performance reviews matter
Your line cooks are where the menu meets reality. 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 the brief feedback exchanged during 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 line cook 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.
Ticket times — Review average ticket times from their station across the review period. Compare their times to station benchmarks on the same shifts — a line cook on grill during a 200-cover Saturday will naturally run longer tickets than one on cold starters during a Tuesday lunch. Consistently fast tickets without quality dropping indicates strong station management. Consistently slow tickets point to either technique gaps, equipment issues, or prep problems.
Consistency rate — Assess dish consistency through send-back data, head chef observations, and quality checks at the pass. A line cook who produces identical dishes every time is managing their station well. One whose output varies — uneven portions, inconsistent seasoning, presentation drifting from the spec — needs attention. Distinguish between occasional off-days and persistent inconsistency.
Covers handled — Review the number of covers they processed during the review period, factoring in station complexity and shift patterns. A line cook handling 150 covers per service on grill is working harder than one doing 80 on cold starters. This metric contextualises everything else — high consistency at low volume is different from high consistency at high volume.
Station readiness — Assess how prepared their station is at the start of service. Are they mise en place complete, containers labelled, backups ready? Or are they still prepping when the first tickets arrive? Station readiness is a leading indicator — a cook who starts service ready delivers better food throughout.
Customisation tips:
- For fine dining, add plating precision scores from the head chef and tasting menu execution quality
- For high-volume operations, weight covers handled and speed under pressure more heavily
- For kitchens running multiple station rotations, assess consistency across different stations
- Do not rely on a single metric — a line cook with slow ticket times but zero send-backs and excellent consistency might be producing superior food that just needs a workflow adjustment
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 — cross-training not arranged, station rotation not implemented, equipment not replaced
Be honest about blocked objectives. If you promised cross-training on a different station and it never happened, or said you would fix their equipment 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 |
|---|---|---|---|
| Station execution | Executes every dish to spec consistently, manages station effortlessly during peak, adapts to menu changes quickly, mise en place is always impeccable | Executes dishes to an acceptable standard, manages station during normal service, occasional lapses during peak but recovers | Inconsistent execution, frequent deviations from spec, struggles during peak, mise en place often incomplete |
| Ticket management | Reads the board accurately, prioritises and times dishes perfectly, rarely holds up other stations, manages multiple orders simultaneously | Manages tickets adequately, occasional timing issues during rush, asks for help when overwhelmed | Misreads tickets, frequently out of time with other stations, holds up the pass, struggles with multiple orders |
| Consistency | Every plate looks and tastes identical, maintains standards throughout the entire service including the last cover, other cooks use their dishes as the benchmark | Produces consistent dishes during normal service, slight drift during extended rushes, meets spec on most covers | Noticeable variation between plates, inconsistent seasoning or portions, quality drops significantly during rush |
| Speed under pressure | Thrives during the rush, maintains or increases speed without sacrificing quality, calm and focused under intense pressure | Manages pressure adequately, slows slightly during peak but maintains acceptable quality, recovers from setbacks | Visibly struggles under pressure, speed drops significantly, makes errors when the board fills up, affects neighbouring stations |
| Line communication | Calls back every order, communicates timing proactively, alerts neighbouring stations, speaks up when something is wrong | Calls back orders when prompted, communicates basic timing, responds to questions from the pass | Does not call back orders, goes silent during service, fails to communicate delays, creates timing confusion |
Avoiding common rating errors:
- Recency bias: Check your notes from three months ago. Did they have a strong period that is now forgotten?
- Halo effect: Excellent speed does not mean excellent consistency. Rate each competency separately.
- Central tendency: Not everyone "meets expectations." If they are exceptional at station execution, say so. If their line communication is poor, say that too.
Customisation tips:
- For fine dining, add plating artistry and tasting menu management as separate competencies
- For high-volume kitchens, weight speed under pressure and ticket management more heavily
- For line cooks working multiple stations, assess adaptability and cross-station competence
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 zero send-backs from their station across the full review period, with the head chef noting their grill consistency as the benchmark for other cooks."
"[Name]'s ticket management needs improvement — on three observed Saturday services, their station held up the pass by 2-3 minutes per table during the 8-9pm rush."
"[Name] adapted to the new spring menu within two services, executing all new dishes to spec without additional coaching after the initial walkthrough."
"[Name] struggled with consistency on the sauce station, with the head chef noting uneven seasoning on an estimated 15% of main course sauces during the review period."
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 |
|---|---|---|---|
| Teamwork | Helps struggling stations without being asked, covers breaks willingly, shares techniques with newer cooks, positive presence on the line | Helps when asked, cooperates during service, gets along with colleagues | Refuses to help other stations, creates tension, works in isolation, negative presence |
| Reliability | Never late, always ready for prep, 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, increasing absence pattern, leaves before cleanup is complete, unreliable for cover |
| Initiative | Spots what needs doing without being told, preps ahead for the next service, suggests improvements to dishes or processes, anticipates problems | Completes assigned tasks, follows prep lists, responds to instructions promptly | Waits to be told, misses obvious tasks, needs constant direction, stands idle when not actively cooking |
| Composure | Calm and focused under extreme pressure, handles criticism constructively, does not take service stress out on colleagues, maintains professional standards throughout | Manages pressure adequately, occasionally stressed but recovers, handles feedback reasonably | Loses composure under pressure, snaps at colleagues, reacts poorly to criticism, creates tension during service |
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 three additional shifts at short notice including a double on New Year's Eve."
"[Name] tends to work in isolation on their station rather than supporting colleagues — observed focusing on their own prep while the next station was visibly struggling during a 180-cover service."
"[Name] suggested the modification to the pork belly dish timing that reduced ticket time by 45 seconds per cover without affecting quality."
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.
Station cleanliness — Do they maintain a clean station during service? Is their section spotless at the end of service? Do they clean as they go or leave everything until the end? A dirty station is a food safety risk and an operational hazard.
Temperature control — Do they check and record temperatures correctly? Do they understand the critical control points for their station? Are proteins cooked to safe temperatures? Do they manage their prep fridge temperature? Temperature control on the line is a non-negotiable food safety requirement.
Cross-contamination — Do they use separate boards and utensils for different allergens and food types? Do they understand the allergen protocols for their station? Do they wash hands between handling different food types? Cross-contamination errors on the line can cause serious harm.
Equipment safety — Do they operate station equipment safely? Do they understand the risks of their specific equipment (fryer, grill, mandoline, robot coupe)? Do they report faults immediately? Do they know the emergency procedures for burns and cuts?
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 line cook created particular value.
How to write strong achievement statements:
- Be specific: dates, numbers, outcomes
- Show impact: quality delivered, service supported, problems solved
- Use their contribution, not the team's: what did they do?
Example phrases:
"[Name] maintained zero send-backs from their station across the full review period while handling an average of 140 covers per service."
"[Name] adapted to the new spring menu within two services, with the head chef noting no additional coaching was required after the initial walkthrough."
"[Name] covered the sauce station at short notice on 15th February when the regular cook was absent, delivering the full evening service without a single timing issue."
"[Name] achieved 100% attendance during the review period, covering three additional shifts at short notice during the December peak."
"[Name] suggested the pork belly timing modification that reduced ticket time by 45 seconds per cover, now adopted as the standard method across the team."
Customisation tips:
- For fine dining, achievements might include tasting menu execution, special event delivery, or dish development contributions
- For high-volume operations, focus on covers managed, speed improvements, and consistency under peak pressure
- For new line cooks in their first review, acknowledge the learning curve and highlight station mastery progression
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 ticket management needs improvement — their station held up the pass on three observed occasions during Saturday evening service, adding 2-3 minutes per table during the 8-9pm rush."
"[Name] struggled with consistency on the sauce station, with the head chef noting uneven seasoning on an estimated 15% of main course sauces."
"[Name] tends to go silent during busy service rather than communicating timing and issues to the pass, creating coordination problems with neighbouring stations."
"[Name]'s mise en place was incomplete at the start of service on four observed occasions, requiring them to prep during the first tickets."
"[Name] reacted poorly to feedback from the sous chef on two occasions during the review period, creating tension on the line."
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 zero send-backs from station across the next review period while handling peak service volumes."
"Reduce ticket time by 30 seconds per cover on average by end of Q2 through improved mise en place organisation and workflow adjustments."
"Achieve complete mise en place readiness for 95% of services during the review period by arriving 15 minutes earlier for prep."
Development goal examples:
"Cross-train on the grill station for at least 4 shifts during the review period to broaden station capability."
"Learn butchery fundamentals by working with the head chef on protein breakdown for at least 6 sessions during the review period."
"Take responsibility for training one new commis during their first two weeks on the station, with the commis rating the training as helpful in their probation review."
Connecting objectives to career progression:
| Current role | Typical next step | What to assess |
|---|---|---|
| Line Cook | Chef de Partie / Senior Line Cook | Multi-station capability, consistency under pressure, ability to lead a section, menu development interest, composure and leadership during service |
If they want to progress to chef de partie, include section leadership and multi-station objectives. If they want to master their current station, focus on speed, consistency, and technique refinement. Set targets that stretch but do not break — if current ticket times are 12 minutes average, aiming for 8 in three months is unrealistic; 10.5 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 value to the kitchen, and is developing skills beyond their current station. This line cook is a genuine asset who raises the standard for the line.
Meets expectations — Reliably performs the role to the required standard. Manages their station competently, maintains consistency, and contributes positively to the line. 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 food quality, service timing, or kitchen dynamics. 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 30 minutes for the review conversation — 20 for discussion, 10 for buffer. Meet away from the kitchen in a quiet 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 "ticket management needs improvement" but they explain the flat top was broken for three of those services, 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 cross-training on grill going?" and "I noticed your ticket times have tightened up — 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. If there is a chef de partie pathway, make it concrete.
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 Line Cook one-to-one guide for how to run the weekly conversations that feed into this review
- Check out our Line Cook job description for the full scope of responsibilities
- See our Line Cook onboarding guide if you are reviewing someone still in their first 90 days