How to Use the Maître D' 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 maître d' 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 guest satisfaction, floor efficiency, complaint resolution, and team performance 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 floor management, VIP handling, team leadership, guest recovery, and kitchen coordination with Exceeds/Meets/Below descriptors
- Behavioural Competencies assessment covers leadership presence, grace under pressure, strategic thinking, and accountability
- Compliance and Standards confirms fire safety, licensing, allergen management, and staff welfare
- 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 maître d' performance reviews matter
Your maître d' is the face of your restaurant and the leader of your floor operation. 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 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 maître d' 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.
Guest satisfaction score — Pull this from your feedback platform, review aggregator, or internal guest survey data. Look at the trend over the full review period, not just recent weeks. A maître d' directly influences how guests feel about the entire experience — from the warmth of the welcome to the flow of service and the handling of complaints. Compare scores against previous periods and industry benchmarks to understand trajectory.
Floor efficiency — Review table turn times, covers per service, and how effectively the dining room is utilised during peak periods. A strong maître d' maximises covers without guests feeling rushed. Look at whether sittings run to time, whether the floor plan is used effectively, and whether walk-in demand is captured when the book allows.
Complaint resolution rate — Check how many guest complaints arose during the review period, how many were resolved on the floor without escalation, and what the outcomes were. A skilled maître d' resolves most issues before you even hear about them. Track the types of complaints — service timing, seating, staff behaviour — to identify patterns.
Team performance — Review floor team metrics including attendance, turnover, and individual performance data. A maître d' who develops their team will see improvements in waiter performance, reduced turnover, and stronger service consistency. If floor team performance has declined, understand whether it's a leadership issue, a hiring issue, or a systemic problem.
Customisation tips:
- For fine dining, add VIP return rate and wine programme contribution as additional metrics
- For high-volume restaurants, weight floor efficiency more heavily — table utilisation and service pacing matter most
- For restaurants with private dining or events, add event execution quality as a separate metric
- Don't rely on a single metric — a maître d' with strong guest satisfaction but declining floor efficiency might be prioritising individual guest experiences at the expense of overall operation
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 — budget constraints, staffing shortages, system limitations
Be honest about blocked objectives. If you promised to invest in the reservation system upgrade or fund wine training that never happened, 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 |
|---|---|---|---|
| Floor management | Orchestrates service seamlessly across all sections, anticipates pressure points, adjusts staffing and pacing in real time, dining room runs without visible effort | Manages the floor competently during standard service, handles peak periods with occasional support, maintains consistent service standards | Loses control during busy periods, fails to anticipate problems, sections become unbalanced, guests experience visible service gaps |
| VIP handling | Builds genuine relationships with key guests, anticipates preferences without being asked, turns every VIP visit into a memorable experience, guests request them personally | Recognises regulars and VIPs, meets special requests, handles important guests professionally and warmly | Fails to recognise important guests, misses special requests, VIPs receive standard rather than elevated service |
| Team leadership | Inspires the floor team, develops individuals proactively, sets clear standards and holds people accountable, team members seek their guidance | Manages the team effectively, communicates expectations, addresses performance issues when raised, team functions well under their direction | Struggles to lead, avoids difficult conversations, team members lack direction or motivation, floor team performance inconsistent |
| Guest recovery | Turns complaints into loyalty, resolves issues immediately without escalation, anticipates problems before guests complain, complaint rate consistently low | Handles complaints appropriately, apologises sincerely, resolves most issues at floor level, escalates when necessary | Struggles with complaints, becomes defensive, delays resolution, guests leave unhappy, complaint rate above acceptable level |
| Kitchen coordination | Seamless communication with kitchen, timing calls accurate, pacing aligned perfectly, kitchen trusts their judgement on covers and timing | Communicates adequately with kitchen, passes on information, manages basic timing coordination | Poor kitchen communication, timing misaligned, pacing creates pressure on kitchen or guests, friction between FOH and kitchen |
Avoiding common rating errors:
- Recency bias: Check your one-to-one notes from three months ago. Did they have a strong start that's now forgotten?
- Halo effect: Brilliant VIP handling doesn't mean excellent team leadership. Rate each competency separately.
- Central tendency: Not everyone "meets expectations." If they're exceptional at floor management, say so. If team leadership is lacking, name it.
Customisation tips:
- For fine dining, add wine programme management as a separate competency
- For high-volume operations, weight floor management and kitchen coordination more heavily
- For restaurants with significant events business, add event management 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] managed a fully booked Saturday service (120 covers) on 15th March with two waiters short-staffed, adjusting sections in real time without any visible impact on guest experience."
"[Name]'s VIP handling needs attention — the Johnson party visited on 22nd February and were not recognised, despite being regulars who dine monthly."
"[Name] developed three waiters into senior positions during the review period, each of whom is now capable of running a section independently."
"[Name] struggled with kitchen coordination during the December peak, with four services where timing misalignment caused visible delays to main courses."
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 presence | Commands respect naturally, calm authority in every situation, team and guests respond to their presence, sets the tone for the entire restaurant | Professional and composed during service, maintains authority with the team, represents the restaurant well | Lacks authority, struggles to command respect, team doesn't follow their lead, presence doesn't elevate the room |
| Grace under pressure | Thrives during the most demanding services, remains composed when everything goes wrong, team draws confidence from their calm, guests never sense stress | Manages pressure adequately, maintains composure during most situations, handles occasional crises | Visible stress under pressure, panic spreads to the team, service quality drops during busy periods, struggles to recover from setbacks |
| Strategic thinking | Anticipates trends, proposes operational improvements proactively, thinks beyond daily service to long-term guest experience and team development | Follows operational strategy, implements improvements when suggested, contributes ideas when asked | Reactive rather than strategic, focuses only on immediate service, doesn't think about long-term improvements or development |
| Accountability | Takes full ownership of floor performance, acknowledges mistakes immediately, fixes problems without being asked, holds themselves to higher standards than others | Accepts responsibility for their area, addresses issues when raised, honest about mistakes | Deflects blame, makes excuses, avoids responsibility for problems, doesn't own their team's performance |
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] demonstrated exceptional grace under pressure on New Year's Eve when the POS system failed mid-service — they switched to manual processes, kept the team calm, and not a single guest complained."
"[Name] tends to deflect accountability for floor team issues — when service on 8th January was slow, they attributed it entirely to kitchen delays rather than acknowledging the section allocation problem."
"[Name] proposed and implemented the new pre-service briefing format, which improved waiter knowledge scores by 30% over 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.
Fire safety — Do they know the evacuation procedure for the dining room and all guest areas? Can they manage a calm evacuation during a full service? Do they ensure fire exits are never blocked by furniture or equipment? Are they up to date on fire marshal responsibilities?
Licensing — Do they understand and enforce the premises licence conditions? Can they manage alcohol service responsibly, including refusal of service when necessary? Do they know the designated premises supervisor and their own responsibilities under the Licensing Act?
Allergen management — Do they ensure the floor team handles allergen queries correctly? Do they verify that allergen information is communicated accurately from kitchen to guest? Do they understand the legal requirements and consequences of allergen mismanagement?
Staff welfare — Are they managing working hours, break times, and scheduling in compliance with employment regulations? Do they recognise signs of stress or burnout in their team and act on them? Are they creating a safe and respectful working environment?
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 your maître d' created particular value.
How to write strong achievement statements:
- Be specific: dates, numbers, names, outcomes
- Show impact: guest loyalty created, team developed, revenue protected, problems solved
- Use their contribution, not the team's: what did they do?
Example phrases:
"[Name] increased guest satisfaction scores from 4.2 to 4.6 over the review period through implementation of personalised VIP recognition protocols."
"[Name] managed the transition to the new reservation system in January with zero service disruption, training the entire floor team within two weeks."
"[Name] developed two waiters into senior positions, both of whom cited their mentorship as the primary reason they stayed."
"[Name] recovered the relationship with the Henderson party after a significant complaint on 10th November — they returned three times since and increased their average spend."
"[Name] reduced table turn times by 8 minutes during peak service through revised floor planning, adding approximately 12 additional covers per Saturday evening."
Customisation tips:
- For fine dining, achievements might include wine programme development, Michelin preparation, or VIP relationship building
- For high-volume operations, focus on efficiency gains, team stability, and revenue impact
- For new maître d's in their first review, acknowledge the learning curve and highlight where they've exceeded expectations for their tenure
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 kitchen coordination needs improvement — three services in December saw timing misalignment that affected guest experience, particularly during the 8pm sitting changeover."
"[Name] tends to avoid difficult conversations with underperforming team members — observed two occasions where performance issues were left unaddressed for over a fortnight."
"[Name]'s strategic thinking needs development — they excel at daily service execution but rarely proposes improvements to systems, processes, or guest experience."
"[Name] struggled with delegation during busy periods, taking on tasks personally rather than directing the team, which left the floor without visible leadership."
"[Name]'s VIP recognition needs attention — two regular guests were not acknowledged on arrival during the review period, both of whom mentioned it in feedback."
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 guest satisfaction score from 4.4 to 4.7 by end of Q2 through implementation of personalised welcome protocols for all repeat guests."
"Reduce average table turn time by 5 minutes during peak service by end of Q2, adding approximately 8 additional covers per Saturday evening."
"Achieve zero allergen incidents during the next review period through monthly team training sessions and updated communication protocols."
Development goal examples:
"Complete WSET Level 2 wine qualification by end of June to strengthen wine programme oversight and recommendation confidence."
"Develop one senior waiter into a supervisor-ready candidate by end of the review period, including delegation of section briefings and complaint handling."
"Shadow the GM for at least 4 operational planning sessions during the review period to develop commercial and strategic thinking capabilities."
Connecting objectives to career progression:
| Current role | Typical next step | What to assess |
|---|---|---|
| Maître D' | Restaurant Manager / General Manager | Commercial awareness, P&L understanding, people management at scale, strategic planning, multi-department coordination |
If they want to move toward GM, include commercial and strategic objectives. If they want to stay as a career maître d', focus on mastery goals — guest experience innovation, team development excellence, industry recognition. Set targets that stretch but don't break — if guest satisfaction is at 4.2, aiming for 4.8 in three months is unrealistic; 4.5 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, makes a measurable positive impact on guest experience and team performance, and is developing skills beyond their current role. This maître d' is a genuine asset who raises the standard for the entire restaurant.
Meets expectations — Reliably performs the role to the required standard. Manages the floor competently, maintains guest satisfaction, and leads the team effectively. 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 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'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.
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 "struggles with kitchen coordination" but they explain the kitchen changed their expediting process mid-period without consultation, 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 wine qualification going?" and "I noticed guest satisfaction is trending up — what's working?" 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 promotion, 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 Maître D' one-to-one guide for how to run the conversations that feed into this review
- Check out our Maître D' interview guide for hiring the right person in the first place
- See our Maître D' onboarding guide if you're reviewing someone still in their first 90 days