How to Use the Restaurant Supervisor 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 supervisor a clear reference point. When promotion decisions come up, the evidence is already documented.
Key Takeaways
- Metrics to Review checklist ensures you gather service performance, team development, guest recovery, and floor standards 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 leadership, waiter support, guest recovery, service standards, and section coordination with Exceeds/Meets/Below descriptors
- Behavioural Competencies assessment covers leadership development, peer-to-leader transition, initiative, and composure
- Compliance and Standards confirms allergen management, licensing, guest safety, 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 restaurant supervisor performance reviews matter
Your restaurant supervisor is developing from your best team member into a leader. A well-written performance review helps them understand exactly where they stand in that transition — which leadership skills they've developed, where they still default to serving, and what they need to master before progressing to management.
This template walks you through a complete performance review: gathering evidence, assessing both technical and leadership 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 focuses on the skills that matter most for this transitional role.
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 evidence in front of you prevents vague feedback and ensures your assessment is grounded in observable performance.
Service performance — Review the shifts they supervised during the review period. Pull covers, average spend, complaint rates, and table turn times for their shifts and compare with the same metrics when they weren't supervising. This tells you whether their leadership is lifting or dragging service performance. Also check whether their personal service standards (when they are serving) remain strong.
Team development — Assess their contribution to building the waiter team. Have any waiters they've trained or coached improved noticeably? Have new starters they've supported passed probation successfully? Do waiters actively seek their help? Team development is the most important growth metric for a supervisor — it separates a good waiter with a title from a genuine leader.
Guest recovery — Track how they've handled guest complaints during the review period. How many complaints did they resolve without escalation? Were resolutions effective — did guests leave satisfied? Did they use appropriate judgement about when to handle things themselves and when to escalate? This reveals decision-making quality under pressure.
Floor standards — Observe standards during their supervised shifts. Are table settings consistent? Is service speed appropriate? Are presentation standards maintained throughout the shift, not just at the start? Compare the floor during their shifts with shifts supervised by others. Consistency of standards is a direct measure of supervisory effectiveness.
Customisation tips:
- For newly promoted supervisors in their first review, focus on growth trajectory rather than absolute metrics
- For high-volume casual restaurants, weight service speed and team coordination more heavily
- For fine dining, add guest recognition and service personalisation as metrics
- Don't assess them only on their personal serving performance — the team's performance under their supervision matters more
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 — training not provided, management support lacking, staffing constraints
Be honest about blocked objectives. If you promised to give them more responsibility during Saturday service but then took over yourself when it got busy, 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 leadership | Proactively manages the floor during service, anticipates problems, positions themselves strategically, team looks to them for direction naturally | Manages the floor when prompted, responds to issues, maintains acceptable service flow | Defaults to serving rather than supervising, loses sight of the whole floor, team bypasses them |
| Waiter support | Actively coaches waiters during and after service, identifies development needs, creates a supportive learning environment, new starters thrive under their guidance | Helps waiters when asked, answers questions, provides basic support during service | Limited support beyond their own section, waiter development not a priority, new starters left to figure things out |
| Guest recovery | Resolves complaints confidently and independently within authority, turns unhappy guests into satisfied ones, uses good judgement about when to escalate | Handles basic complaints appropriately, escalates complex issues, follows recovery procedures | Avoids complaints, escalates unnecessarily, leaves guests waiting for resolution, becomes defensive |
| Service standards | Consistently maintains and enforces standards across the floor, addresses lapses immediately, leads by example on presentation and service quality | Maintains own standards well, addresses obvious lapses, follows through on instructions | Inconsistent standards enforcement, lets standards slip during busy periods, avoids correcting team members |
| Section coordination | Manages section allocation fairly and strategically, adapts during service, ensures balanced workload, anticipates staffing needs | Allocates sections competently, makes reasonable adjustments, follows rotation principles | Section allocation creates complaints, doesn't adapt to changing conditions, unaware of imbalances |
Avoiding common rating errors:
- Recency bias: Check your notes from three months ago. Did they have a strong start that's now forgotten?
- Halo effect: Excellent personal service doesn't mean excellent floor leadership. Rate each competency separately.
- Serving bias: Don't reward serving ability at the expense of supervisory skills. Their primary value is leadership, not personal covers.
Customisation tips:
- For newly promoted supervisors, weight the transition skills (floor leadership, waiter support) more heavily than operational coordination
- For experienced supervisors, weight guest recovery and section coordination more heavily
- For supervisors being considered for management, add shift-level decision-making and operational awareness as competencies
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 the Saturday evening service on 15th February entirely independently, handling 85 covers with zero complaints and maintaining consistent service speed throughout."
"[Name]'s floor leadership needs development — observed three occasions during peak service where they reverted to taking tables rather than supervising the team."
"[Name] successfully coached two new starters through their first month, both of whom passed probation and are now operating independently."
"[Name] struggled with section coordination during the review period — two waiters raised concerns about allocation fairness in separate one-to-ones."
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 development | Growing visibly as a leader, seeks feedback, applies coaching, demonstrates increasing confidence and authority with each shift | Shows steady development, applies feedback when given, building basic leadership habits | Limited leadership growth, resistant to feedback, still operating as a waiter with a title |
| Peer-to-leader transition | Successfully navigated the transition, maintains professional relationships with former peers while holding authority, respected by the team | Managing the transition with some difficulty, some peer relationships need attention, generally accepted in the role | Struggling with the transition, team doesn't respect authority, reverts to peer behaviour, avoids exerting authority |
| Initiative | Identifies and acts on opportunities without being asked, suggests improvements, takes ownership of the floor during their shifts | Completes tasks reliably, follows through on instructions, asks good questions when uncertain | Waits to be told, misses obvious tasks, needs constant direction, doesn't take ownership |
| Composure | Calm and effective under pressure, maintains professional demeanour during rushes, handles difficult situations with poise | Generally composed, occasional frustration visible but managed, handles most pressure well | Loses composure under pressure, visible stress affects team morale, becomes reactive rather than thoughtful |
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 composure during the Saturday power outage, calmly directing the team, communicating with guests, and maintaining service until power was restored."
"[Name] struggled with the peer-to-leader transition — observed two occasions where they deferred to a former peer rather than directing them, undermining their own authority."
"[Name] showed strong initiative by redesigning the pre-service briefing format, which the team reported as significantly more useful and engaging."
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 — a supervisor needs to be a compliance role model for the team they lead.
Allergen management — Can they handle allergen queries confidently and ensure the team does too? Do they check that allergen information is communicated during briefings? Do they understand cross-contamination risks and enforce proper procedures when running food? As a supervisor, they're responsible for the team's allergen compliance, not just their own.
Licensing — Do they check IDs when appropriate? Can they recognise signs of intoxication and manage refusal of service? Do they understand the premises licence conditions? As a supervisor, they may need to make licensing-related decisions during service without management present.
Guest safety — Do they know the evacuation procedure and can they lead it? Can they manage a guest incident — an injury, an allergic reaction, an intoxicated person — with appropriate authority? Do they maintain awareness of trip hazards, blocked exits, and other safety issues during service?
Staff welfare — Do they notice when team members are struggling? Are they aware of working time rules, break entitlements, and safe working practices? Do they ensure the team takes breaks and doesn't work in unsafe conditions? A supervisor who drives the team without regard for welfare creates risk and resentment.
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 this supervisor created particular value.
How to write strong achievement statements:
- Be specific: dates, numbers, names, outcomes
- Show impact: team performance improved, problems solved, standards raised
- Focus on leadership contributions, not just personal service excellence
Example phrases:
"[Name] ran the floor independently for three consecutive Saturday evenings during the manager's absence, maintaining service standards and handling all complaints without escalation."
"[Name] trained four new starters during the review period, all of whom passed probation and two of whom specifically credited [Name]'s support in their feedback."
"[Name] identified and resolved a recurring section allocation issue that was causing waiter dissatisfaction, implementing a new rotation system adopted by all supervisors."
"[Name] handled a significant guest complaint regarding a dietary error independently on 10th January — took immediate ownership, managed the situation, and the guest returned the following week."
"[Name] achieved 100% attendance during the review period and covered five additional shifts at short notice during the December peak."
Customisation tips:
- For newly promoted supervisors, achievements related to the transition itself are valuable — first independent shift, first complaint handled alone, first difficult conversation with a peer
- For experienced supervisors, focus on leadership impact — team development, standard-setting, and operational improvement
- Acknowledge personal service excellence alongside leadership achievements, but weight the leadership contributions more heavily
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] reverted to serving during three observed peak services rather than supervising — the team lacked floor direction during these periods, resulting in inconsistent service."
"[Name] avoided giving direct feedback to a consistently underperforming team member for over two months, allowing standards to slip in that section."
"[Name]'s pre-service briefings lack structure and confidence — observed four briefings during the period, none of which covered allergens or operational notes from the kitchen."
"[Name] struggled with composure during the December peak — visible frustration on two observed occasions, which affected team morale and confidence."
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:
"Supervise at least 8 Saturday evening services during the review period with zero escalated complaints and post-service team feedback averaging 'good' or above."
"Run pre-service briefings independently for every supervised shift, covering reservations, specials, allergens, and operational notes — verified by spot-check observation."
"Train at least two new starters through their first month, with both passing probation and rating training support as 'helpful' in their feedback."
Development goal examples:
"Handle all guest complaints during supervised shifts independently, escalating only when the issue exceeds comping authority or involves a safety concern."
"Draft the weekly rota for management review for at least 4 weeks during the review period, with no more than 2 amendments required per draft."
"Shadow the restaurant manager for at least 3 shifts during the review period to develop awareness of cash handling, supplier management, and operational planning."
Connecting objectives to career progression:
| Current role | Typical next step | What to assess |
|---|---|---|
| Restaurant Supervisor | Assistant Manager / Duty Manager | Independent shift management, complaint handling, basic operational awareness, rota planning, team development capability |
If they want to move to management, include responsibility-building objectives — rota drafting, independent shift running, cash handling. If they prefer to stay as a skilled supervisor, focus on deepening their floor leadership and coaching abilities. Set targets that stretch but don't break — if they currently revert to serving during every busy service, asking them to supervise eight Saturdays independently is unrealistic without interim support steps.
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 leads the floor effectively, develops the team, handles problems independently, and demonstrates readiness for additional responsibility. This supervisor is a genuine leader who raises the standard for the team and is developing toward management.
Meets expectations — Reliably supervises to the required standard. Manages the floor competently during most services, supports the team, and is developing leadership skills at a reasonable pace. Development areas exist but don't undermine overall effectiveness.
Below expectations — Performance falls short of the supervisory standard in one or more significant areas. Reverts to serving too frequently, avoids leadership responsibilities, or hasn't navigated the peer-to-leader transition effectively. 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 the next step. If they're struggling with the transition, name it — with the support plan to help them succeed.
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 in a private space, not on the floor.
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.
Supervisors may feel vulnerable during reviews because they're being assessed on skills they're still developing. Frame the conversation around growth: "This isn't about judging you — it's about understanding where you are and building toward where you want to be." If they're defensive about the serving-versus-supervising balance, explore why — there may be structural reasons (understaffing, unclear expectations) behind the behaviour.
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 in your regular one-to-ones. "How did the pre-service briefing go on Friday?" and "I noticed you stayed in supervisor mode the whole of Saturday — what helped?" keep objectives alive rather than letting them gather dust until the next formal review.
Be transparent about how this review connects to progression decisions. If you're considering them for assistant manager and this review is part of that assessment, say so — clarity motivates more than vague promises.
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 Supervisor one-to-one guide for how to run the weekly conversations that feed into this review
- Check out our Restaurant Supervisor onboarding guide if you're reviewing someone still in their first 90 days
- See our Restaurant Supervisor interview guide for how to assess candidates before they join