How to Use the Restaurant Manager Onboarding Template

Why structured restaurant manager onboarding matters

A restaurant manager is responsible for everything — the service, the finances, the team, the guests, and the direction of the business. It's one of the most demanding roles in hospitality, and yet many restaurants still onboard new managers by handing them a set of keys and wishing them luck.

The cost of getting this wrong is severe. A manager who doesn't understand your financial controls bleeds money. One who doesn't connect with the team loses good staff. One who doesn't grasp your service standards lets quality drift until guests stop coming back. These problems compound quickly, and by the time they're visible, the damage is done.

This template structures the first five days into a logical progression: from understanding the physical operation through to thinking strategically about growth. Each day builds on the last, and the assessment questions and success indicators give you an honest picture of whether your new manager is absorbing the role or just going through the motions. It's not a replacement for the months of learning that follow, but it gives both of you a strong foundation to build on.

Day 1: Operations Overview and Team Introduction

The first day is about immersion. Your new manager needs to understand the building, the technology, the people, and the culture before they can start making decisions. Get this right and you'll have a manager who feels informed and connected by the end of their first shift.

Restaurant Systems and Facility Tour

Why this matters: A restaurant manager who doesn't know their way around the building can't respond to problems, direct staff, or make informed decisions about operations. They need to understand the physical flow of the restaurant from the guest's perspective and from the team's.

How to deliver this training:

• Walk the entire building during a quiet period, starting at the front door and following the guest journey through to the kitchen and back. Then walk it again from the team's perspective: staff entrance, changing areas, prep areas, and offices
• Spend serious time on the POS system — a restaurant manager needs access to every function, from basic transactions through to management reports, void approvals, and end-of-day procedures
• Review security protocols in detail: alarm codes, safe access, key management, and the procedures for opening and closing the building when they're the responsible person
• Don't just hand them the opening and closing checklists — walk through the actual procedures together so they understand the reasoning behind each step

Customisation tips:

• Multi-site operations should focus Day 1 on the primary location and schedule visits to other sites in the following weeks
• If your restaurant has recently undergone refurbishment or equipment changes, flag anything that's different from what the manager may have experienced elsewhere

Team Introduction and Organisational Structure

Why this matters: The restaurant manager's success depends on relationships. They need to know who does what, who the strong performers are, where the challenges lie, and how the team communicates. Starting these relationships on Day 1 sends a message that people matter.

How to deliver this training:

• Schedule proper one-to-one meetings with department heads: the head chef, bar manager, and front-of-house supervisor each need 20-30 minutes of dedicated time
• If possible, have the new manager meet staff across different shifts — the lunch team and the dinner team often have different dynamics
• Walk through the organisational chart together, explaining not just who reports to whom, but how decisions actually flow in practice
• Set up all communication platforms, scheduling system access, and meeting structures before their first day so they can start observing team dynamics immediately

Customisation tips:

• If your restaurant has a departing manager, arrange a handover meeting where they can share insights about team dynamics, ongoing issues, and individual development needs
• Owner-operated restaurants should be clear about the boundary between the manager's authority and the owner's involvement

Restaurant Culture and Standards

Why this matters: Every restaurant has a personality — a way of doing things that goes beyond the service manual. A manager who understands the culture can make decisions that feel right to the team and the guests. One who doesn't will make changes that create friction, even when they're technically correct.

How to deliver this training:

• Share the story of the restaurant: why it was started, who the target guest is, and what makes it different from the competition
• Walk through your service philosophy and standards documentation together, distinguishing between the principles that are non-negotiable and the areas where creative interpretation is welcome
• Discuss food and beverage quality benchmarks — what does "good enough" look like, and where do you refuse to compromise?
• If your restaurant has values or a mission statement, talk about what they mean in practice, not just what they say on paper

Customisation tips:

• Newer restaurants may not have all their culture documented — use Day 1 as an opportunity to discuss and define it together
• If the new manager is coming from a very different type of operation (fine dining to casual, or vice versa), spend extra time on the cultural differences and how they should adjust their approach

Assessment Questions

Use these questions to check understanding at the end of Day 1. Have a quick conversation with your new starter — this isn't a formal exam, but a chance to identify gaps and reinforce key learning.

How to use these questions effectively:

• Ask them to walk you through the restaurant, explaining each area and its purpose
• Test system knowledge by having them run a basic POS report or look up a reservation
• Note areas where additional support is needed and plan to revisit them on Day 2

Success Indicators

By the end of Day 1, your new restaurant manager should be demonstrating these behaviours. If any are missing, revisit the relevant training section before moving to Day 2.

Day 1 Notes

Record observations about how Day 1 went — what the new starter picked up quickly, areas needing extra support, and any adjustments to the remaining training days.

Day 2: Service Management and Customer Experience

Day 2 puts the manager at the heart of what the restaurant does: serving guests. This is about understanding every step of the guest journey, mastering the tools that manage guest flow, and learning how to orchestrate a smooth service across multiple departments.

Service Standards and Protocols

Why this matters: The restaurant manager sets the service standard. If they don't know every step of the guest journey from greeting to payment, they can't train staff, spot problems, or maintain consistency. Service quality is the most visible measure of management quality.

How to deliver this training:

• Walk the full service sequence together, step by step, from the moment a guest makes a booking through to the moment they leave. Point out the critical touchpoints where quality is most visible
• Practise table management decisions — show how seating allocation affects server workload, kitchen timing, and guest experience
• Role-play complaint scenarios of increasing complexity. Start with a late dish and work up to a guest who's had a genuinely poor experience and wants the meal comped
• Review VIP protocols using real examples: who are your regulars, what do they expect, and how does the team recognise and accommodate them?

Customisation tips:

• Fine dining operations should spend extra time on formal service language, wine service protocols, and timing between courses
• High-volume casual restaurants should focus on consistency across a large team, quick table turns, and managing service quality at scale

Reservation and Guest Management Systems

Why this matters: These systems are how the restaurant manages its most valuable asset: guest relationships. A manager who masters the reservation system can optimise covers, build guest loyalty through recorded preferences, and make data-driven decisions about seating and pacing.

How to deliver this training:

• Work through the reservation system hands-on: taking bookings, managing waitlists, handling modifications, and dealing with no-shows
• Show them the guest history features — how to record preferences, dietary requirements, and previous feedback so the team can personalise future visits
• Walk through special event booking procedures: private dining, large party management, contracts, and deposits
• Demonstrate how to optimise seating during different service periods using the system's reporting features

Customisation tips:

• If your restaurant uses a CRM system alongside the reservation platform, show how they integrate and how guest data flows between them
• Operations that rely heavily on third-party booking platforms (like OpenTable or Resy) should cover the specific features and limitations of each

Service Period Management

Why this matters: Managing a service period is the core operational skill of a restaurant manager. It's about reading the room, coordinating between departments, and making real-time adjustments to keep everything running smoothly. This is where management theory meets the reality of a busy dining room.

How to deliver this training:

• Have the manager observe a full service period, then debrief afterwards: what went well, what could have been better, and what decisions were made and why
• Practise pre-service briefing techniques — show them how to structure a briefing that's informative without being long-winded
• Walk through the intervention points during service: when to step in, when to let the team handle it, and how to correct course without creating disruption
• Discuss post-service evaluation: how to gather feedback from the team, review the numbers, and identify improvements for next time

Customisation tips:

• All-day dining operations need to cover the transitions between service periods — how the restaurant shifts from breakfast mode to lunch, and from lunch to dinner
• If your restaurant does both à la carte and set menu or tasting menu service, explain how the management approach differs

Assessment Questions

Check these at the end of Day 2. By now your manager should be able to articulate your service standards and demonstrate confidence with the reservation system.

How to use these questions effectively:

• Have the manager walk you through the service sequence from memory, identifying the critical quality checkpoints
• Present a complaint scenario and observe their resolution approach
• Note any areas of hesitation for follow-up during Day 3

Success Indicators

By the end of Day 2, your restaurant manager should be showing genuine engagement with the service side of the operation. If they seem more comfortable with back-office tasks than guest-facing ones, address this before Day 3.

Day 2 Notes

Record how your manager handled the service management training — their comfort level with guest interactions, their attention to service detail, and how quickly they're absorbing the operational rhythm.

Day 3: Financial Management and Inventory Control

Day 3 shifts focus to the numbers. A restaurant manager who understands financial performance can make operational decisions that protect profitability. One who doesn't is making decisions in the dark.

Financial Performance Management

Why this matters: The P&L statement tells the story of the business. A manager who can read it, understand the levers they can pull, and make decisions that improve the bottom line is worth significantly more than one who treats finance as someone else's problem.

How to deliver this training:

• Sit down with recent P&L statements and walk through every line item. Explain not just what each number means, but what the manager can do to influence it
• Demonstrate your daily sales reporting procedures: how to close out the day, reconcile payments, and run the reports that track performance
• Cover labour cost management in detail — show how scheduling decisions directly affect labour percentage, and how to forecast staffing needs based on expected revenue
• Walk through budget management: what the manager's spending authority is, how to track variance, and when to flag concerns

Customisation tips:

• If your restaurant is part of a group, explain how financial reporting rolls up to the corporate level and what regional or group-level KPIs the manager needs to hit
• Independent restaurants should focus on the direct link between the manager's decisions and the owner's income — it creates a sense of ownership that group operations sometimes lack

Inventory Systems and Cost Control

Why this matters: Food and beverage costs are typically the largest controllable expense in a restaurant. A manager who understands inventory management can reduce waste, prevent theft, and keep costs within target. One who neglects it watches margins erode week by week.

How to deliver this training:

• Do a physical inventory count together in at least one key area (the bar, the dry store, or the walk-in fridge) so the manager understands the process hands-on
• Walk through your ordering procedures: vendor relationships, ordering schedules, approval processes, and how to evaluate whether you're getting good value from your suppliers
• Demonstrate recipe costing and show how to calculate food and beverage cost percentages. Connect this to menu pricing decisions
• Discuss waste management systems: how waste is tracked, what the major sources of waste are in your operation, and what the targets look like

Customisation tips:

• Restaurants with extensive wine programmes should allocate additional time to beverage inventory, which often has different counting and valuation methods
• If your operation uses an automated inventory management system, show how it integrates with POS data and ordering

Cash Management and Financial Controls

Why this matters: Financial controls protect the business from loss — whether through error, theft, or poor process. The restaurant manager is ultimately responsible for the integrity of every financial transaction that happens on their watch.

How to deliver this training:

• Walk through cash handling procedures from start to finish: float preparation, till management during service, and end-of-day banking
• Explain credit card processing requirements and PCI compliance — what the team must and must not do with card data
• Cover the systems for tracking comps, discounts, and promotions: who has authority to offer them, how they're recorded, and how you monitor for misuse
• Discuss theft prevention: what the warning signs are, what audit procedures you use, and how to handle a situation where you suspect dishonesty

Customisation tips:

• Operations with a high cash-to-card ratio need more detailed till management and banking procedures
• If your restaurant uses a tip pooling or tronc system, explain how it works, the manager's role in administering it, and the legal requirements

Assessment Questions

Day 3 covers complex financial knowledge. Use these questions to check that your manager understands both the numbers and the operational decisions behind them.

How to use these questions effectively:

• Ask the manager to interpret a daily sales report and identify anything that looks unusual
• Test inventory knowledge by having them calculate a basic food cost percentage from recipe and purchase data
• Check that they understand cash handling procedures by walking through a simulated end-of-day reconciliation

Success Indicators

By end of Day 3, your manager should be showing genuine interest in the financial performance of the restaurant. If they seem disengaged from the numbers, address this directly — financial management is non-negotiable for a restaurant manager.

Day 3 Notes

Record how your manager handled the financial training. Note whether they're asking the right questions, connecting financial decisions to operational outcomes, and showing the attention to detail that financial management requires.

Day 4: Staff Management and Development

Day 4 covers the people side of management — hiring, developing, leading, and sometimes disciplining the team. For many managers, this is both the most rewarding and the most challenging part of the role.

Recruitment and Onboarding

Why this matters: The quality of the team is the quality of the restaurant. A manager who can hire well, onboard effectively, and retain good people builds a team that delivers consistently. One who makes poor hiring decisions spends their time managing problems instead of building the business.

How to deliver this training:

• Review your job descriptions for key positions together and discuss what you're really looking for beyond the bullet points — attitude, cultural fit, and potential
• Practise interview techniques: walk through your standard questions, then role-play an interview where the manager is the interviewer
• Cover the legal requirements: right-to-work checks, contracts, and the documentation that needs to be completed before someone starts
• Discuss probation management: how to set clear expectations, provide feedback during the trial period, and make the decision about whether to confirm the role

Customisation tips:

• If your restaurant uses recruitment agencies or job boards, explain the process and costs so the manager understands the full picture of hiring expenses
• Operations with high seasonal recruitment needs should focus on efficient bulk hiring processes and rapid onboarding

Performance Management and Development

Why this matters: Most performance problems in restaurants aren't about bad people — they're about unclear expectations, inconsistent feedback, and managers who avoid difficult conversations. A manager who can have those conversations constructively gets better performance from everyone.

How to deliver this training:

• Review position-specific performance standards together so the manager knows exactly what "good" and "not good enough" look like at every level
• Practise feedback delivery: set up three role-play scenarios — recognising great work, coaching an underperformer, and addressing a serious issue
• Walk through the progressive discipline process in detail: verbal conversation, formal warning, final warning, and dismissal. Cover documentation requirements at each stage
• Discuss development planning: how to identify potential in staff members and create realistic growth paths that benefit both the individual and the restaurant

Customisation tips:

• If your organisation uses a formal appraisal system with set timelines and paperwork, walk through the full process
• Smaller operations can focus on informal feedback rhythms — daily check-ins, weekly conversations, and monthly sit-downs

Team Leadership and Culture Building

Why this matters: The restaurant manager sets the culture. Their behaviour, their attitude, and the way they treat people ripple through the entire team. A manager who builds a positive culture retains staff, reduces conflict, and creates an environment where people want to do good work.

How to deliver this training:

• Discuss motivation techniques that go beyond pay: recognition, development opportunities, schedule flexibility, and simply asking people how they're doing
• Talk about team building — not in the abstract, but what specific things this manager can do in the first 90 days to build trust and cohesion
• Walk through conflict resolution: how to mediate between team members, when to step in versus letting people work it out, and how to handle the situation when the conflict involves the manager themselves
• Discuss what an inclusive, respectful work environment looks like in practice — not as a policy, but as daily behaviours and decisions

Customisation tips:

• If the team has been through a difficult period (high turnover, a previous manager leaving badly), acknowledge this and discuss the specific leadership approach needed to rebuild trust
• Multi-cultural teams may benefit from a conversation about communication styles and how to manage a diverse workforce effectively

Assessment Questions

Day 4 covers the skills that take the longest to master. Use these questions to check that your manager is developing the right instincts for people management.

How to use these questions effectively:

• Present a performance scenario and ask the manager to outline their approach from identification through to resolution
• Role-play a difficult feedback conversation and give honest feedback on their delivery
• Check employment law awareness with practical questions about common situations

Success Indicators

By end of Day 4, your manager should be demonstrating empathy, fairness, and a willingness to have direct conversations. If they're avoiding the people management aspects, this needs to be addressed before Day 5.

Day 4 Notes

Record how your manager handled the people management training. Note their natural leadership style, their comfort with direct feedback, and whether the team is already starting to respond to them positively.

Day 5: Business Development and Strategic Planning

The final day lifts your manager's perspective from daily operations to the bigger picture. A restaurant manager who understands marketing, thinks strategically, and looks for continuous improvement opportunities is one who grows the business, not just maintains it.

Marketing and Business Development

Why this matters: Restaurant managers don't need to be marketing experts, but they do need to understand how customers find you, what brings them back, and how their daily decisions affect the restaurant's reputation. A manager who's aware of marketing is one who supports growth rather than accidentally undermining it.

How to deliver this training:

• Review your current marketing channels together: social media, email, third-party platforms, local press, and word of mouth. Explain which ones drive the most business and what the manager's role is in supporting each
• Discuss reputation management: how to respond to online reviews (both positive and negative), the impact of social media mentions, and what to do when a guest threatens a bad review
• Walk through local business development opportunities: nearby offices, hotels, event venues, and community organisations that could be sources of regular business
• Review your promotional calendar: seasonal events, holiday periods, and any planned campaigns. Discuss how the manager can contribute ideas and evaluate results

Customisation tips:

• If your restaurant has a dedicated marketing person or agency, clarify the boundary between the manager's role and theirs
• Independent restaurants where the manager has more marketing responsibility should spend extra time on practical skills like writing social media posts or creating simple promotional materials

Strategic Planning and Goal Setting

Why this matters: Without goals, management becomes reactive — putting out fires instead of building something. Setting strategic objectives early helps your new manager connect their daily work to the bigger picture and gives them something meaningful to work towards.

How to deliver this training:

• Share your business plan or strategic priorities — where the restaurant has been, where it's going, and what needs to happen to get there
• Practise creating SMART goals together: start with one goal for each major area (service, finance, people, and business development) and work through how to make each one specific and measurable
• Develop action plans for the manager's immediate priorities — the things that need attention in the first 30, 60, and 90 days
• Review your KPI framework: what gets measured, how often, and what the targets are. Show the manager how to access their data and track their own performance

Customisation tips:

• New or recently opened restaurants should focus on establishing baseline metrics before setting ambitious growth targets
• If the restaurant is performing well, the strategic focus might be on maintaining standards while developing new revenue streams or expanding

Continuous Improvement and Innovation

Why this matters: The best restaurant managers are never satisfied with "good enough." They gather feedback, watch what competitors are doing, experiment with new ideas, and push the operation to improve continuously. Building this mindset from the start creates a manager who drives progress rather than just maintaining the status quo.

How to deliver this training:

• Discuss how guest feedback currently flows through the restaurant — reviews, comment cards, verbal feedback, and social media mentions — and how the manager should use this information to make decisions
• Talk about competitive awareness: who the main competitors are, what they're doing well, and where your restaurant has an advantage
• Walk through the menu engineering process: how dishes are evaluated for popularity and profitability, and how the manager contributes to menu development decisions
• Discuss technology and systems: what tools are available, what's working well, and what could be improved. Encourage the manager to bring ideas from their previous experience

Customisation tips:

• Restaurants in competitive urban markets should spend more time on competitive analysis and differentiation strategy
• If your operation is considering major changes (new menu, renovation, concept shift), bring the new manager into those conversations early so they can contribute fresh perspective

Assessment Questions

These final assessment questions check whether your manager is thinking beyond the day-to-day. Focus on strategic awareness and the ability to connect operational decisions to business outcomes.

How to use these questions effectively:

• Ask the manager to identify three competitive advantages your restaurant has and three areas for improvement
• Have them outline a 90-day action plan with measurable goals
• Look for evidence of strategic thinking — not just ideas, but ideas connected to business impact

Success Indicators

These are the markers of a restaurant manager who's ready to lead. If all four are present, your onboarding has been successful. If any are missing, extend supported working and revisit the relevant training areas.

Day 5 Notes

Record your final assessment of the onboarding period. Note strengths, development areas, and any agreed next steps for continued training.

Making the most of this template

Five days is a starting point, not a finish line. Restaurant management is learned over months and years, not in a week. The purpose of this template is to give your new manager a structured foundation — a mental map of every area they're responsible for and a framework for how to approach each one.

Use the notes sections at the end of each day to build a development record. These notes become invaluable during performance reviews, help you identify patterns when onboarding multiple managers, and provide evidence that proper training was delivered if problems arise later.

The assessment questions and success indicators create accountability for both trainer and trainee. If a manager isn't meeting the success indicators by the end of each day, that's a signal — not a failure. It might mean the pace needs adjusting, additional experience is needed in a specific area, or that more support is required during the transition.

Schedule a formal 90-day review into the diary from Day 1. This gives both you and the new manager a clear milestone to work towards, and creates a natural checkpoint for evaluating whether the onboarding programme achieved its goals. The best restaurant managers appreciate structured feedback — it shows you're invested in their success, not just their output.