How to Use the Restaurant Duty Manager Interview Template

Why structured duty manager interviews matter

A restaurant duty manager is the person who holds everything together when senior management isn't on site. They're the final decision-maker on their shift - responsible for the team, the guests, the building, and the cash. Hiring a duty manager who can't make sound decisions under pressure, or who calls the GM every time something unexpected happens, defeats the purpose of the role entirely.

This template focuses on the four competencies that define duty manager success: the ability to lead a shift autonomously, the judgement to resolve problems without escalation, the skill to direct and motivate a team, and the composure to handle customer escalations professionally. The 50-minute format provides enough depth for a management-level assessment while respecting your operational schedule.

Duty manager candidates often come from supervisor roles where they've shown promise, but stepping up to shift accountability is a significant jump. Without structured assessment, you risk promoting someone who's great at following procedures but freezes when the procedure doesn't cover the situation.

Pre-Interview Preparation

Before the candidate arrives, work through this checklist to ensure you're ready for a productive assessment.

Review candidate's CV and application - Look for evidence of taking charge during shifts, making independent decisions, and handling situations without escalation. Note whether they've been the most senior person on site or always had a manager above them. The difference is significant.

Prepare interview room - Choose a quiet, professional space. Duty manager is a management position, and the interview should feel like one. This is especially important for internal candidates who need to see it as a genuine step up.

Have scoring sheets ready - With four interview questions plus a practical trial, document responses as you go. For duty manager roles, pay particular attention to the quality of their problem-solving examples - this is the core of the role.

Review current shift requirements and challenges - Understand what your operation actually needs from a duty manager. What time is the GM typically off-site? What problems come up most frequently? What authority level does the duty manager have (comps, refunds, staffing decisions)? This context helps you assess whether candidates are genuinely ready.

Ensure 50 minutes uninterrupted time - A duty manager candidate who watches you get pulled away repeatedly will wonder what authority the role actually carries.

Customisation tips:

• For restaurants where the duty manager covers evenings and weekends alone, add "Review specific scenarios the DM handles without GM support"
• For multi-site operations, add "Clarify reporting lines and escalation protocols"
• For restaurants with late-night trade, add "Note licensing responsibilities and security arrangements"
• For new openings, add "Define the scope of autonomous decision-making authority"

Candidate Details

Record the candidate's full name exactly as they prefer to be called. This becomes your reference for all subsequent documentation.

Document when the interview took place. This is essential when comparing multiple candidates interviewed over several days and for any follow-up correspondence.

Shift Leadership Experience

Why this question matters:

Being the senior person on shift is fundamentally different from supervising under a manager. When the duty manager is in charge, every decision lands on them - a staff member calls in sick, a piece of equipment breaks, a guest has an allergic reaction. There's nobody to defer to. Candidates who've always had a safety net of senior management above them may struggle with the weight of that accountability.

What good answers look like:

• Describes being the most senior person on site with genuine accountability ("I ran closing shifts three nights a week as the only manager on duty. That meant everything from the team's performance to cashing up to building security was my responsibility")
• Gives specific examples of decisions they made autonomously ("When our dishwasher broke mid-service on a Saturday night, I couldn't reach the GM. I called the emergency repair line, reorganised the kitchen to hand-wash priority items, and adjusted the menu to reduce plating complexity until the repair arrived. Service continued without guests noticing")
• Shows understanding of what the role demands beyond supervision ("A duty manager isn't just a senior supervisor. You're representing the whole management team when you're on shift. Your decisions about comps, about staff issues, about operational problems - they set the standard")
• Mentions end-to-end shift responsibility ("My shift started with checking bookings and staffing levels against expected covers, continued through service management, and ended with cashing up, closing checks, and the daily report to the GM")
• Demonstrates accountability for outcomes rather than just activities ("When a shift went badly, I'd write a full debrief for the GM - what happened, what I did, what I'd do differently. I didn't wait to be asked")

Red flags to watch for:

• Has never been the sole manager on duty - always had someone senior to escalate to
• Describes shift leadership purely as task management rather than decision-making and accountability
• Cannot give an example of making a difficult decision without guidance from above
• "I'd check with the manager first" as their default response to any scenario
• Downplays the responsibility ("It's not that different from supervising, really")
• No awareness of the legal and commercial responsibilities of being the manager on duty (licensing, health and safety, cash handling)

Customisation tips:

• For restaurants where the duty manager is genuinely alone (no assistant manager), probe their comfort level with total accountability
• For group operations with area manager support, ask about situations where they've had to act before reaching the area manager
• For restaurants with complex operations (large events, private dining), explore their experience managing multiple areas simultaneously
• For late-night venues, discuss their approach to the specific challenges of closing shifts (staff fatigue, security, cash)

How to score:

• 5 - Excellent: Extensive MOD experience with full accountability; gives specific examples of autonomous decision-making with clear outcomes; understands the weight of being the senior person on site
• 4 - Good: Solid shift supervision experience with some genuine autonomous accountability; may not have been the sole manager but has handled significant situations independently
• 3 - Average: Some leadership exposure; has stepped up when needed but limited regular experience as the most senior person on duty
• 2 - Below Average: Limited shift leadership; mostly describes supervisory work with management backup always available
• 1 - Poor: No relevant experience; has never been responsible for a shift outcome and shows limited understanding of what that involves

Problem Resolution

Why this question matters:

The defining feature of a good duty manager is judgement under pressure. Problems on a restaurant shift don't arrive one at a time with clear solutions - they pile up, they're ambiguous, and the right answer depends on context. A duty manager who can't assess a situation quickly, weigh options, and act decisively will either freeze or make knee-jerk decisions. Both are expensive.

What good answers look like:

• Describes a genuinely complex problem, not a routine issue ("We had a power cut during a fully booked Saturday service. I had to decide within minutes: try to continue with candles and a reduced menu from the cold section, or evacuate and deal with 80 disappointed guests. I chose to continue with a limited service, used it as an atmospheric feature, comped drinks for all tables, and 90% of guests stayed. The GM said it was exactly the right call")
• Shows their decision-making process, not just the outcome ("I always ask three things: Is anyone in danger? What's the impact on guests right now? And what's the least disruptive way to fix it? That framework helps me stay calm when everything's happening at once")
• Demonstrates learning from mistakes ("I once sent a team member home for being rude to a colleague, then realised I'd left myself short-staffed for the busiest part of service. The decision about the staff member was right, but the timing was wrong. Now I'd address the behaviour, put them on a less customer-facing task, and have the fuller conversation after service")
• Shows they act rather than deliberate endlessly ("When a guest had what appeared to be an allergic reaction, I didn't waste time working out what happened. I called 999, cleared the area, and got the guest's food details for the paramedics. Investigation happened after the person was safe")
• Distinguishes between problems that need immediate action and those that can wait ("Not everything is urgent. A complaint about a waiter's attitude needs addressing, but it can wait until after the table has left. A food safety concern can't wait at all")

Red flags to watch for:

• Only describes problems with obvious, textbook solutions ("A customer complained about their steak, so I comped it") - real duty management involves ambiguity
• Cannot describe their thinking process - just jumps to what they did without explaining why
• Every problem in their examples was someone else's fault
• Describes escalating to the GM as their first instinct rather than their last resort
• No evidence of learning from past decisions or adjusting their approach
• Panics when you probe deeper into their example ("What would you have done if that hadn't worked?")

Customisation tips:

• For restaurants with complex allergen requirements, present a scenario involving a potential allergen incident
• For venues with licensing considerations, ask about situations involving licensing law (under-age customers, intoxicated guests, serving hours)
• For restaurants in areas with high footfall, explore their experience with external disturbances (anti-social behaviour near the venue, street incidents)
• For operations with delivery or takeaway, ask about resolving problems that span both in-house and remote customer channels

How to score:

• 5 - Excellent: Shows excellent judgement and initiative; gives specific, complex examples with clear thinking process; demonstrates learning and system improvement
• 4 - Good: Handles problems effectively with good examples of independent decision-making; may lack the complexity or depth of the top tier
• 3 - Average: Can resolve routine issues; understands the need for judgement but limited evidence of handling genuinely ambiguous or high-pressure situations
• 2 - Below Average: Struggles with unexpected problems; tendency to escalate, freeze, or make reactive decisions without considering consequences
• 1 - Poor: Requires constant guidance; cannot describe independent problem-solving or shows poor judgement in their examples

Team Direction

Why this question matters:

A duty manager directs the team for their entire shift - often without the GM's involvement. This isn't just about giving instructions; it's about reading the team's energy, adapting to changing circumstances, and keeping performance high even when motivation dips. A duty manager whose team falls apart in the last hour of a long Saturday shift has failed at the core of their role, regardless of how well the first three hours went.

What good answers look like:

• Describes maintaining team energy throughout a whole shift ("The hardest part is the last two hours of a close. Everyone's tired, the restaurant's quieter, and it's easy for standards to slip. I keep the team focused by breaking the close into small, achievable targets - 'Let's get the back section reset in twenty minutes' - and I stay visible on the floor rather than disappearing into the office")
• Shows they adapt their style to the situation ("At the start of service, I'm direct and clear - everyone needs to know their section, the specials, and any VIPs. During the weeds, I'm calm and supportive - nobody needs more stress. During wind-down, I'm motivational - recognising what went well and getting people to finish strong")
• Gives an example of rallying a struggling team ("We were short-staffed by two on a busy Saturday because of last-minute sickness. Instead of panicking, I called a quick team huddle, acknowledged the situation, reduced the bookable covers for the evening, and asked the team to pull together. I covered gaps myself and bought the team drinks after service. The shift ran well because everyone felt like we were in it together")
• Discusses how they handle the authority dynamic ("When you're duty managing, some staff treat you differently because the GM isn't there. They might take longer breaks, push boundaries, or test what they can get away with. I set the expectation early - same standards, same accountability, regardless of who's in charge")
• Mentions pre-shift communication ("I always do a briefing, even if it's just two minutes. It sets the tone, gives me a chance to check everyone's headspace, and makes sure we're all on the same page about what tonight needs to look like")

Red flags to watch for:

• Relies on the GM's authority rather than their own ("If someone pushes back, I'd tell them the GM wants it done this way")
• Cannot describe how they'd motivate a tired team beyond "just push through"
• Describes direction as one-way instruction with no mention of reading the team's state
• Has only directed very small teams (two or three people) and hasn't scaled up
• No examples of adapting their approach when the initial plan wasn't working
• Sees team direction as giving orders rather than creating conditions for performance

Customisation tips:

• For restaurants with mixed experience teams, ask how they'd direct a shift with both experienced waiters and first-week trainees
• For venues with split shifts, explore how they maintain team cohesion across different energy levels
• For restaurants with high agency staff usage, ask about directing team members they don't know
• For late-night operations, discuss maintaining standards and safety during the final hours

How to score:

• 5 - Excellent: Inspiring leader who drives team performance; gives specific examples of motivating, adapting, and maintaining standards throughout a full shift
• 4 - Good: Effectively directs and motivates teams with clear examples of maintaining performance under pressure
• 3 - Average: Adequate team direction skills; can manage a team during straightforward shifts but limited evidence of handling challenging dynamics
• 2 - Below Average: Struggles to lead under pressure; team direction is mostly instructional with little evidence of motivation or adaptation
• 1 - Poor: Cannot effectively direct others; no evidence of maintaining team performance or adapting to changing shift dynamics

Customer Escalations

Why this question matters:

When a customer asks to speak to the manager, the duty manager is who they get. This is the moment where a dining experience is either saved or lost, where a TripAdvisor review is either one star or five. Duty managers handle the complaints that frontline staff couldn't resolve - the ones that have already gone past "the waiter apologised." These situations require composure, empathy, commercial judgement, and the authority to make decisions that cost the business money in the short term to protect its reputation long term.

What good answers look like:

• Describes a specific escalation with a detailed resolution ("A couple celebrating their anniversary received the wrong wine - a £30 bottle instead of the £80 one they'd ordered. The waiter had already apologised and offered to swap it, but the guest was furious because the moment was ruined. I approached the table, introduced myself, acknowledged that this wasn't acceptable for such a special occasion, comped the correct wine entirely, and sent over a dessert with 'Happy Anniversary' written on the plate. They came back a month later and specifically asked me to handle their booking")
• Shows they assess each situation individually ("Not every complaint deserves the same response. Someone who's genuinely had a poor experience needs empathy and a generous recovery. Someone who's had a perfectly fine meal and is fishing for a discount needs a polite but firm response. The skill is reading which is which")
• Demonstrates composure with aggressive guests ("I had a guest shouting at the bar about the wait time for their table. Rather than matching their energy, I calmly introduced myself, apologised for the wait, and offered them a drink at the bar while I checked with the floor team. Within five minutes they had their table and the drink, and they thanked me on the way out")
• Shows they follow up after resolution ("I always do a final table check before an escalation table leaves. I want to make sure they're leaving happy, not just leaving. And I document every escalation in the shift log so the GM can see patterns")
• Knows their authority boundaries ("I know I can comp drinks and desserts, and I can discount a bill up to 25% without GM approval. Beyond that, I offer the guest a direct follow-up from the GM the next day. Knowing your limits means you can act confidently within them")

Red flags to watch for:

• Default response to every escalation is giving everything away for free - this teaches guests that complaining gets rewards regardless of merit
• Cannot stay calm when describing difficult guests - if they get worked up retelling the story, they get worked up in the moment
• Blames the customer ("Some people just want something for nothing") - dismissing guest concerns is never appropriate, even when the complaint is unfounded
• No examples of genuine escalation handling - only describes routine complaints that any team member could handle
• Avoids the guest interaction entirely ("I'd let the waiter handle it" or "I'd call the GM") - this is the duty manager's job
• Cannot distinguish between a justified complaint and an opportunistic one

Customisation tips:

• For fine dining, explore their approach to escalations involving high-value meals and wine, where the financial stakes are higher
• For casual dining with high volume, focus on speed of resolution and empowering the team to handle tier-one complaints independently
• For restaurants with online booking platforms, ask how they handle escalations that result in online reviews
• For venues serving alcohol, discuss handling escalations from intoxicated guests where refusal of service may be needed

How to score:

• 5 - Excellent: Turns complaints into loyalty moments; gives specific examples of professional, empathetic resolution with clear positive outcomes; knows their authority and uses it confidently
• 4 - Good: Resolves escalations professionally with good examples; handles most situations well though may lack experience with the most complex or aggressive escalations
• 3 - Average: Handles routine complaints adequately; understands the importance but limited evidence of handling genuine escalations independently
• 2 - Below Average: Struggles with difficult situations; tends to over-compensate, under-respond, or become flustered when guests are upset
• 1 - Poor: Makes situations worse; avoids confrontation, escalates to absent managers, or handles guests in ways that damage the restaurant's reputation

Practical Trial

Why practical trials matter:

Duty manager interviews are full of "I would" statements. The practical trial reveals what they actually do when they're the responsible person in a real restaurant environment. Watch specifically for whether they maintain awareness of the whole operation or get pulled into one area, and whether they make decisions or defer to you.

What to observe:

Maintained awareness of entire operation - Did they keep an eye on the whole floor, the kitchen pass, the entrance, and the bar? A duty manager who fixates on one area loses sight of everything else. Watch for periodic scanning, purposeful movement through the restaurant, and awareness of wait times, table turns, and guest mood.

Made appropriate decisions independently - Did they handle situations without looking to you for approval? A duty manager who checks with you before making basic calls isn't ready for the role. Watch for confident, measured decision-making within appropriate boundaries.

Directed team members effectively - Did they give clear, timely direction? Watch for how they communicate with different levels - waiters, hosts, supervisors, kitchen staff. The best duty managers adjust their communication style naturally.

Handled any issues professionally - If something went wrong during the trial, how did they respond? Even a smooth service has moments that test judgement. Watch for calm, professional handling rather than panic or avoidance.

Represented management appropriately - Did they carry themselves as a manager? Watch for professional demeanour, appropriate authority, and the ability to represent the restaurant's values in their interactions with guests and staff.

Setting up an effective trial:

• Schedule during a service where the candidate would be the most senior person on the floor (you observe from a distance)
• Brief your team to treat them as the duty manager and direct routine questions to them
• Plant one or two realistic scenarios (a mock guest complaint, a simulated staffing issue)
• Observe from the floor, not from the office - you need to see their moment-to-moment decisions
• Note specific decisions and interactions rather than general impressions

How to score the trial:

• 5 - Exceptional: Natural duty manager capability; maintained full operational awareness, made confident decisions, and represented management standards throughout
• 4 - Strong: Good shift leadership demonstrated; comfortable in the duty manager role with only occasional moments of uncertainty
• 3 - Adequate: Shows potential with development; some good management instincts but relied on checking with you or missed areas of the operation
• 2 - Below Standard: Struggled with accountability; made decisions hesitantly, missed operational issues, or failed to direct the team effectively
• 1 - Inadequate: Not suited for duty manager role; couldn't maintain the operational overview or make management-level decisions

Cultural Fit Assessment

Beyond skills and experience, cultural fit determines whether a duty manager will represent your restaurant's values when you're not there. Select all indicators that genuinely apply based on your observations throughout the interview and trial.

Shows accountability for shift outcomes - Did they describe owning results, or did they distance themselves from problems? A duty manager who takes ownership drives improvement. One who deflects blame creates a culture of excuses.

Demonstrates calm under pressure - Did the trial or their examples show composure when things got difficult? Duty managers set the emotional tone for the shift. If they panic, the team panics.

Earns respect from team members - Based on the trial, did your team respond positively to their direction? Respect is earned, not assumed, and a duty manager who can't earn it quickly won't hold authority during challenging shifts.

Comfortable with decision-making authority - Did they embrace making decisions, or did they look uncomfortable with the responsibility? Duty management requires someone who welcomes accountability, not someone who dreads it.

Interest in operational excellence - Do they care about doing things properly, or just about getting through the shift? The best duty managers are genuinely interested in how the operation runs and how to improve it.

Positive about varied shift patterns - Duty managers typically cover the shifts that the GM doesn't want - evenings, weekends, bank holidays. Candidates who are already unenthusiastic about the hours will become unreliable.

Weighted Scoring

The weighted scoring system reflects what matters most for duty manager success. Shift leadership and problem solving are equally weighted because a duty manager must both run the shift smoothly and handle whatever goes wrong.

Shift leadership carries 30% because autonomously running a shift is the core of the role. Rate 1-5 based on shift leadership answers, team direction ability, and trial observations. Multiply by 0.30.

Problem solving also carries 30% because a duty manager who can't resolve issues independently is just a supervisor with a bigger title. Rate 1-5 based on problem resolution answers and trial performance under pressure. Multiply by 0.30.

Customer handling carries 25% because duty managers are the escalation point that guests see. Rate 1-5 based on customer escalation answers and guest interaction during the trial. Multiply by 0.25.

Cultural fit carries 15% because it determines whether the duty manager will represent your restaurant's values during unsupervised shifts. Rate 1-5 based on the cultural fit indicators. Multiply by 0.15.

Add all weighted scores together for the final result. Maximum possible is 5.0.

Interpretation:

• 4.0 and above: Strong hire - offer position with confidence
• 3.5 to 3.9: Hire with development plan - good candidate who may need support building autonomous decision-making confidence
• 3.0 to 3.4: Consider second interview - potential but significant questions remain about their readiness for full shift accountability
• Below 3.0: Do not proceed - significant concerns that training cannot address

Customisation tips:

• For restaurants where the duty manager operates with very limited backup, increase Problem Solving to 0.35 and reduce Customer Handling to 0.20
• For guest-experience-focused operations, increase Customer Handling to 0.30 and reduce Shift Leadership to 0.25
• For operations with strong existing teams, reduce Shift Leadership to 0.25 and increase Cultural Fit to 0.20
• For turnaround situations, increase Shift Leadership to 0.35 and reduce Cultural Fit to 0.10

Final Recommendation

Based on all assessments, select your hiring decision:

• Strong Hire - Offer position immediately: Exceptional candidate who demonstrated genuine autonomous management capability; move fast before they accept elsewhere
• Hire - Good candidate, offer position: Solid choice who would reliably represent your restaurant during unsupervised shifts
• Maybe - Conduct second interview or check references: Potential shown but questions remain - perhaps strong on customer handling but untested with full shift accountability
• Probably Not - Significant concerns, unlikely to hire: Issues identified around judgement, composure, or authority that are unlikely to resolve through training
• Do Not Hire - Not suitable for this role: Clear misfit for autonomous shift management; don't proceed regardless of hiring pressure

Additional Notes

Record any observations, concerns, or follow-up actions that don't fit elsewhere. This might include:

• Specific reference check questions about their performance as the most senior person on duty
• Training needs if hired (your operational procedures, escalation protocols, POS cashing up, licensing responsibilities)
• Availability for the specific shift patterns the role covers
• Notable strengths to leverage from day one (calm demeanour, guest rapport, team communication)
• Concerns to monitor during probation (over-escalating to GM, decision avoidance, authority with experienced team members)

What's next

Once you've selected your restaurant duty manager, proper onboarding is essential for setting them up to lead shifts autonomously. See our guide on Restaurant Duty Manager onboarding to ensure your new hire takes full shift ownership from week one and gives you confidence to step away.