How to Use the Restaurant Manager 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 restaurant manager a clear reference point. When pay, bonus, or progression decisions come up, the evidence is already documented.
Key Takeaways
- Metrics to Review checklist ensures you gather revenue vs budget, labour cost percentage, guest satisfaction, and staff retention 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 P&L management, team leadership, guest experience, operational standards, and kitchen-FOH coordination with Exceeds/Meets/Below descriptors
- Behavioural Competencies assessment covers leadership presence, commercial thinking, strategic contribution, and accountability
- Compliance and Standards confirms food safety, licensing, employment law, and health and 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 restaurant manager performance reviews matter
Your restaurant manager runs your business. They control the P&L, lead the team, shape the guest experience, and handle everything from recruitment to compliance. A well-written performance review helps them understand exactly where they stand commercially and operationally, what they're doing well, and where they need to develop.
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 restaurant manager 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.
Revenue vs budget — Pull the full P&L for the review period. Compare actual revenue against budget month by month, not just the total. A manager who hit annual budget but had three terrible months followed by a strong December is managing differently from one who tracked consistently. Look at covers, average spend, and revenue mix (food vs drink) to understand what's driving the numbers.
Labour cost percentage — This is the metric that separates good restaurant managers from average ones. Pull weekly labour cost as a percentage of revenue across the full review period. Compare against budget and against industry benchmarks for your style of operation. A manager running 28% when budget is 26% needs to explain the variance — but if they've also reduced turnover and improved service, the extra spend might be justified.
Guest satisfaction — Aggregate all guest feedback channels: online reviews, feedback forms, social media mentions, and direct complaints. Look at trends, not snapshots. A manager with a 4.2 average that's been climbing from 3.8 is performing better than one sitting at a static 4.4. Note recurring themes — what do guests consistently praise or criticise?
Staff retention — Calculate turnover rate for the review period and compare to the previous period and industry averages. A restaurant manager who retains good people is creating a workplace people want to stay in. High turnover signals leadership, culture, or operational problems. Distinguish between voluntary and involuntary exits — a manager who exits poor performers quickly may have higher turnover but a stronger team.
Customisation tips:
- For multi-site operators, add like-for-like revenue growth and ranking against other sites
- For owner-operated restaurants, add cash management and relationship with ownership
- For restaurants with significant events revenue, add private dining or event conversion rates
- Don't rely on a single metric — a manager with strong revenue but high turnover is borrowing from the future
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, group decisions, market conditions
Be honest about blocked objectives. If you promised to approve a refurbishment budget that never materialised, or said you'd provide multi-site exposure that didn't happen, 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 and data 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 |
|---|---|---|---|
| P&L management | Consistently delivers revenue above budget, controls costs proactively, identifies commercial opportunities, drives profit improvement without compromising quality | Tracks to budget, manages costs within acceptable ranges, responds to variances when flagged | Revenue consistently below budget, labour or food costs out of control, limited understanding of financial levers |
| Team leadership | Builds high-performing teams, develops talent pipeline, creates positive culture, low voluntary turnover, team members consistently cite them as a reason for staying | Manages team adequately, handles issues when they arise, reasonable retention, team functions well | High voluntary turnover, unresolved team conflicts, limited development activity, team underperforms or operates in fear |
| Guest experience | Guest satisfaction scores consistently above target, proactive approach to experience improvement, personally involved in guest recovery, repeat business growing | Guest satisfaction within acceptable range, handles complaints appropriately, maintains standards | Recurring guest complaints, declining satisfaction scores, reactive approach, limited floor presence during service |
| Operational standards | Restaurant consistently passes audits, high compliance scores, proactive approach to maintenance and presentation, standards improve over time | Standards generally maintained, occasional lapses addressed when identified, passes audits with minor findings | Recurring audit failures, declining standards, reactive maintenance, health and safety concerns |
| Kitchen-FOH coordination | Seamless service flow, strong chef partnership, collaborative approach to menu development, kitchen and floor teams aligned | Adequate coordination, occasional friction resolved, service functions acceptably | Persistent kitchen-floor friction, service breakdowns, poor communication between departments, unresolved conflicts |
Avoiding common rating errors:
- Recency bias: Check your notes from six months ago. Did the restaurant have a strong start that's now forgotten?
- Halo effect: Excellent commercial results don't mean excellent people leadership. Rate each competency separately.
- Central tendency: Not everyone "meets expectations." If they're exceptional at P&L management, say so. If team leadership is weak, name it.
Customisation tips:
- For multi-site operators, add brand standards consistency and regional collaboration as competencies
- For independent restaurants, weight guest experience and local reputation more heavily
- For newly promoted managers in their first review, focus on growth trajectory rather than absolute performance
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] delivered revenue 8% above budget for the review period, driven by a successful private dining strategy and average spend increase from £48 to £55."
"[Name]'s team leadership needs attention — voluntary turnover reached 45% during the review period, with three supervisors leaving within a two-month window citing management style."
"[Name] maintained a 4.6 Google review average across the period, personally responding to every negative review within 24 hours and converting two complainants into repeat guests."
"[Name] struggled with kitchen-FOH coordination — observed three service breakdowns during peak periods where communication with the head chef broke down."
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 | Visible, calm, authoritative presence on the floor and in the team; sets the tone for culture and standards; team gravitates toward them naturally | Present and professional, handles situations competently, team respects their authority | Absent or inconsistent presence, team uncertain of expectations, avoids difficult situations |
| Commercial thinking | Proactively identifies revenue opportunities and cost efficiencies, makes decisions with clear commercial rationale, contributes to business strategy | Understands commercial basics, responds to financial targets, makes reasonable commercial decisions | Disconnected from commercial reality, makes decisions without considering financial impact, struggles with P&L ownership |
| Strategic contribution | Contributes to wider business strategy, proposes improvements based on data and insight, thinks beyond their own restaurant | Follows strategic direction, implements group initiatives, contributes when asked | Operates in isolation, focused only on day-to-day, limited strategic awareness or contribution |
| Accountability | Takes full ownership of results — good and bad, holds team to account, addresses underperformance directly, delivers on commitments | Accepts responsibility for outcomes, generally follows through on commitments, escalates issues appropriately | Blames others for poor results, avoids difficult conversations, unreliable on commitments |
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 commercial thinking by identifying the private dining opportunity, building a business case, and delivering £45k additional revenue during the review period."
"[Name] tends to avoid difficult conversations — the underperformance of the assistant manager persisted for four months before any formal action was taken."
"[Name] took full accountability for the July health and safety finding, implemented corrective actions within 48 hours, and shared learnings with the wider group."
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 at management level is non-negotiable and carries personal accountability.
Food safety — Are they ensuring the restaurant maintains its food hygiene rating? Is the HACCP system properly managed? Are temperature records, cleaning schedules, and allergen documentation up to date? Do they lead by example on food safety culture? A restaurant manager is personally accountable for food safety compliance.
Licensing — Do they understand and comply with licensing conditions? Are they managing responsible alcohol service? Do they ensure the premises licence conditions are met, including noise, capacity, and operating hours? Are personal licence holders properly trained and current?
Employment law — Are they managing contracts, working time, holidays, and pay correctly? Do they follow proper disciplinary and grievance procedures? Are right-to-work checks completed? Do they understand their obligations around discrimination, harassment, and whistleblowing?
Health and safety — Are risk assessments current and reviewed? Is the restaurant compliant with fire safety regulations? Are accidents reported properly? Do they maintain safe working conditions and address hazards promptly? Is safety training up to date for all staff?
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 achievements such as improved food hygiene ratings or successful audit results.
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 restaurant manager created particular value.
How to write strong achievement statements:
- Be specific: dates, numbers, names, outcomes
- Show impact: revenue generated, costs saved, problems solved, team developed
- Use their contribution, not the team's: what did they do?
Example phrases:
"[Name] increased annual revenue by 12% against budget through the introduction of a private dining programme and revised pricing strategy."
"[Name] reduced voluntary turnover from 60% to 28% during the review period by implementing structured onboarding, regular one-to-ones, and a clear progression framework."
"[Name] achieved the highest food hygiene rating in the group following a complete overhaul of kitchen documentation and staff training."
"[Name] managed the restaurant refurbishment project on time and under budget, maintaining 85% of normal revenue during the three-week disruption."
"[Name] developed two team members into supervisor roles during the review period, both of whom are now performing well and on track for further progression."
Customisation tips:
- For multi-site operators, achievements might include contributing to group strategy, supporting other sites, or piloting new initiatives
- For independent restaurants, focus on community reputation, local partnerships, and sustainable profitability
- For new managers in their first review, acknowledge the learning curve and highlight the trajectory of improvement
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 labour cost management needs improvement — labour cost averaged 29.5% against a 27% budget, with limited evidence of proactive scheduling adjustments during quieter periods."
"[Name] struggled with difficult conversations — the underperformance of two team members persisted for several months before formal action was taken, affecting team morale."
"[Name] tends to operate in isolation rather than contributing to the wider group — limited engagement with peer managers and group initiatives during the review period."
"[Name]'s strategic thinking needs development — decisions are predominantly reactive and operationally focused, with limited evidence of forward planning or commercial innovation."
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:
"Deliver revenue within 2% of budget for H2, with labour cost not exceeding 27.5% in any single month."
"Reduce voluntary turnover to below 30% annualised by implementing quarterly stay interviews and structured development plans for all supervisors."
"Achieve a minimum 4.5 average across all online review platforms by end of Q3 through a guest experience improvement programme."
Development goal examples:
"Complete a multi-site management placement at [other site] for at least 2 weeks during the review period to build area management readiness."
"Present a commercial proposal (menu development, revenue initiative, or cost reduction) to the board by end of Q2."
"Develop the assistant manager to a point where they can run the restaurant independently for a minimum of 2 consecutive weeks during the review period."
Connecting objectives to career progression:
| Current role | Typical next step | What to assess |
|---|---|---|
| Restaurant Manager | Area Manager / Operations Manager | Multi-site thinking, strategic contribution, ability to develop other managers, commercial acumen beyond a single P&L |
If they want to move to multi-site, include leadership-building and cross-site objectives. If they want to stay as a skilled single-site operator, focus on mastery goals and deeper commercial development. Set targets that stretch but don't break — if current revenue is 5% below budget, aiming for 10% above in three months is unrealistic; hitting budget consistently 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 delivers above target commercially, builds high-performing teams, drives innovation and improvement, and demonstrates readiness for a bigger role. This restaurant manager is a genuine asset who could run a larger or more complex operation.
Meets expectations — Reliably runs the restaurant to the required standard. Delivers acceptable commercial results, maintains standards, and manages the team competently. Development areas exist but don't undermine overall effectiveness. This is solid, dependable management.
Below expectations — Performance falls short of the required standard in one or more significant areas. Commercial results, team leadership, or operational standards are below acceptable levels. Improvement is needed with clear support and timelines.
Be honest. Rating everyone as "Meets expectations" helps nobody. If they're exceptional, recognise it — and connect it to progression. 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 60 minutes for the review conversation — 45 for discussion, 15 for buffer. Meet in private, ideally off-site.
How to conduct the meeting:
Give them the written review to read for 10-15 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.
Restaurant managers will often challenge assessments with data you might not have considered. If they raise valid points — context about a specific month, mitigating factors for turnover, or evidence you missed — amend the document. 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 objective check-ins into your regular one-to-ones. "How's the turnover looking this month?" and "Where are we on the private dining proposal?" keep objectives alive rather than letting them gather dust until the next formal review.
Be transparent about how this review connects to pay, bonus, and progression decisions. If performance reviews influence compensation, 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 Restaurant Manager one-to-one guide for how to run the conversations that feed into this review
- Check out our Restaurant Manager onboarding guide if you're reviewing someone still in their first 90 days
- See our Restaurant Manager interview guide for how to assess candidates before they join