How to Record a Restaurant Duty Manager Video Job Ad

Date modified: 2nd June 2025 | This article explains how you can record a restaurant duty manager video job ad inside the Pilla App which you can share with external candidates. You can also check out the Job Ads Guide for more info on other roles or check out the docs page for Managing Videos in Pilla.

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Duty manager is a specific job: running shifts, not running the business. When the GM goes home, the duty manager holds the keys. They're responsible for everything that happens during their shift—service quality, team performance, guest problems, cash, security—but they don't own recruitment, P&L strategy, or long-term planning. This clarity matters for hiring. The candidates who excel are those who want meaningful responsibility within defined boundaries, not those frustrated by limits they didn't expect.

Step 1: Open with the Opportunity

Duty manager candidates typically want one of three things. Identify your audience.

Responsibility seekers: People who want to run shifts but not run businesses. They want to be in charge when they're there, solve problems, lead teams—then go home without P&L stress following them. For them, duty management is a feature, not a limitation.

This is a legitimate career position. Don't frame it as merely a stepping stone if candidates who want to stay at this level are valuable to you.

Progression candidates: For some, duty manager is a path toward GM. They want shift experience before taking full responsibility. If that's your pipeline model, be clear about what the progression looks like and how long it typically takes.

Flexibility seekers: Duty manager roles sometimes offer more schedule control than GM positions. Set shifts rather than unlimited availability. Specific services rather than both lunch and dinner. For people with other commitments—family, education, second careers—this structure appeals.

The role's appeal: Clear scope and boundaries. Shift ownership without business ownership. Meaningful responsibility without unlimited demands. For the right person, this clarity is more attractive than the ambiguity of bigger management roles.

Step 2: Show Your Restaurant's Environment

Film during a typical shift handover and service. Duty managers need to see what they'd be responsible for.

Service operation: The floor during busy service. Team size and composition. Guest volume and behaviour. Service style and pace. This is the operation they'd run.

Shift transition: If possible, show what a shift handover looks like. The briefing process, the information transfer, the operational setup. Duty managers step into running situations—they should see how that works.

Backup and support: What happens when problems exceed duty manager authority? On-call manager availability? Escalation procedures? This matters—duty managers need to know they're not truly alone when serious issues arise.

The team: Who works the shifts they'd manage? Their experience levels, support needs, current dynamics. Different shifts often have different team compositions; show what's representative.

Step 3: Paint a Picture of the Role

Duty manager responsibilities are bounded but meaningful. Clarity about scope helps candidates self-select correctly.

Service ownership: Running the floor for assigned shifts. Quality control throughout service. Guest experience oversight. Problem resolution in real-time. Being the visible manager for guests and team.

When they're the duty manager, they're the manager. That authority is real during their shift.

Team leadership on shift: Pre-service briefings and setup oversight. Section allocation and floor coordination. Real-time performance feedback. Break management and staff welfare. Being the decision-maker when questions arise.

What authority do they have? Can they send underperforming staff home? Approve absence requests? Make immediate performance decisions?

Guest escalation: Complaints, problems, unhappy guests—the duty manager handles these. How much authority to resolve issues? Comp limits, discount authorization, recovery tools available. Escalation thresholds for issues beyond their scope.

Operational responsibilities: Cash handling and shift reconciliation. Opening procedures and readiness checks. Closing procedures—cash up, security, prep for tomorrow. Stock awareness and flagging needs. Incident documentation.

The boundaries: What's explicitly not their responsibility? Recruitment, rotas, P&L management, supplier relationships, strategic decisions—whatever the GM retains. Being clear about limits prevents frustration.

Still working service: Most duty managers work the floor, not just oversee it. What's the typical balance? Running a section while supervising? Floating and supporting? The operational involvement level matters.

Hours structure: Specific shifts rather than open-ended availability. Which services—lunch, dinner, weekends? How many shifts per week? Is there schedule consistency? The structured nature of duty management is often part of its appeal.

Step 4: What Duty Management Requires

The skills differ from both frontline service and full management. Assess accordingly.

Operational competence: They need to know how to run service. Technical skills, product knowledge, systems proficiency—all strong. The team won't respect a duty manager who can't do the work themselves.

Shift-level decision-making: Real-time problem solving. Guest issues, staff problems, operational hiccups—the duty manager decides. Not everything can be escalated; they need judgment for in-the-moment calls.

Leadership within scope: Managing a team during a shift is different from managing careers. Can they direct people? Maintain standards? Handle immediate performance issues? Motivate during difficult services?

Composure when things go wrong: The duty manager is the senior person when problems arise. Kitchen meltdowns, guest incidents, staff emergencies. They need to stay calm, make decisions, and project confidence even when uncertain.

Cash and security reliability: Key holder responsibility. Cash handling accuracy. Following procedures for opening, closing, banking. Security awareness. These operational elements require trustworthiness and attention to detail.

Working within limits: Some people chafe at boundaries; others appreciate them. Duty managers need to respect the scope of their authority—not overstep into areas that belong to GMs, not underperform within their own domain.

Experience baseline: What do you actually need? Supervisory experience likely. But the specific requirements depend on your operation—casual dining has different demands than fine dining.

Step 5: Make the Offer Clear

Duty manager compensation should reflect the responsibility level without GM expectations.

UK compensation context:

  • Duty Manager (casual dining): £26,000-32,000
  • Duty Manager (premium/fine dining): £28,000-36,000
  • Duty Manager (high-volume): £27,000-33,000

Often positioned between supervisor and assistant manager, though titles vary significantly by company.

Service charge/tips: How does this work for duty managers? Same pool as team? Management rate? Different structure? This significantly affects total compensation.

Schedule structure: This is often the key differentiator. How many shifts per week? Which services? Schedule consistency—same days each week, or rotating? Advance notice for rotas?

If duty management offers better work-life balance than full management, make this explicit.

The responsibility premium: Beyond base pay, what comes with the duty manager role? Key holder status. Decision-making authority. Recognition and title. Make the step-up tangible.

Benefits: Pension, meals, discount. At this level, what's included in the package?

Progression if applicable: Is there a path to AM or GM for those who want it? Or is this primarily a stable position for people who want to stay at this level? Both are legitimate—be honest about which you're offering.

What's different from supervisor: The title change should mean something. More authority? More responsibility? More pay? If duty manager is just rebranded supervisor, candidates will notice.

Step 6: The Application Process

Duty manager hiring should assess operational competence and shift leadership readiness.

Application approach: CV highlighting supervisory or duty management experience. Availability—which shifts can they work? What they're looking for from the role. Keep it proportionate to the position level.

Selection process: Initial conversation: fit, experience, shift availability, expectations. Working trial or observation: seeing them manage a service, ideally during a busy period. Operational assessment: cash handling, problem scenarios, decision-making.

What you're assessing: Operational competence: can they run service effectively? Shift leadership: can they direct a team during a service? Problem-solving: how do they handle issues in real-time? Reliability: can you trust them with keys and cash? Boundary respect: do they understand the scope of the role?

Trial shift structure: Ideally working alongside current duty managers or the GM. Shadow shift first, then supervised responsibility. Assessment during actual service pressure, not just calm conversation.

Honest conversation about scope: Ensure candidates understand what the role is and isn't. Those expecting GM-track development will be disappointed if this is a stable operational role. Those wanting boundaries will be frustrated if you're expecting unlimited flexibility.

Reference checking: Previous supervisory performance. Reliability specifically. How they handled shift leadership. Cash handling history.

The best duty managers become the backbone of operations—the reliable people who ensure services run smoothly night after night. Selecting for that reliability, rather than frustrated ambition, creates stable management teams.