How to Use the Sommelier 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 sommelier a clear reference point. When budget, certification, or progression decisions come up, the evidence is already documented.
Key Takeaways
- Metrics to Review checklist ensures you gather wine sales as percentage of revenue, wine GP percentage, by-the-glass sales, and average wine spend per cover before writing anything
- Previous Objectives Review documents what was achieved, partially achieved, not achieved, or blocked since the last review
- Technical Competencies assessment covers wine recommendation, cellar management, food pairing knowledge, team training, and list development with Exceeds/Meets/Below descriptors
- Behavioural Competencies assessment covers guest engagement, commercial awareness, collaboration, and reliability
- Compliance and Standards confirms licensing, storage, allergen awareness, and service standards
- Key Achievements and Development Areas use specific evidence, dates, and measurable outcomes
- Objectives for Next Period sets SMART targets covering commercial performance and professional 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 sommelier performance reviews matter
Your sommelier manages a significant revenue stream and shapes a defining element of the guest experience. A well-written performance review helps them understand where they stand commercially and creatively, what they're doing well, and where they need to develop. Unlike casual feedback, a formal review creates a record, connects performance to career progression, and gives both parties a reference point for the next period.
This template walks you through a complete performance review: gathering wine-specific 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 balances commercial performance with the craft and creativity that define the sommelier 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 the numbers in front of you prevents vague feedback and ensures your assessment is grounded in evidence.
Wine sales as % of revenue — Pull total wine revenue as a proportion of total restaurant revenue for the review period. Compare to the previous period and to your target. This tells you whether wine is growing as a revenue category. A rising percentage indicates successful list curation, guest engagement, and team training. A declining percentage may signal a list that's not connecting with guests or a floor team that isn't selling.
Wine GP percentage — Calculate gross profit on wine sales across the review period. Compare to budget and to industry benchmarks for your style of operation. A sommelier who delivers high GP while maintaining sales volume is managing the commercial tension well — pricing wines attractively enough to sell while maintaining margin. Low GP combined with high sales might mean they're discounting too aggressively. High GP with low sales might mean the list is overpriced.
By-the-glass sales — Pull by-the-glass revenue and volume for the review period. By-the-glass is often the highest-margin segment and the entry point for wine exploration. A sommelier who curates an interesting, well-priced by-the-glass programme drives both revenue and guest engagement. Stale or poorly rotating by-the-glass selections indicate a lack of active management.
Average wine spend per cover — Calculate the average wine spend across all covers during the review period. Compare to the previous period, to budget, and to covers where the sommelier was personally involved versus covers where the floor team managed wine service. The gap between these two numbers tells you how much the sommelier's personal contribution drives wine spend — and how much the team can deliver without them.
Customisation tips:
- For fine dining, add tasting menu wine pairing uptake and premium wine sales
- For casual restaurants, focus on by-the-glass performance and entry-level wine sales
- For restaurants with extensive wine events, add event revenue and attendance
- Don't rely on a single metric — a sommelier with high average spend but low GP is generating revenue inefficiently
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 not approved, certification course cancelled, supplier issues
Be honest about blocked objectives. If you promised to approve a wine education budget that never materialised, or said you'd facilitate kitchen-sommelier tastings 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 |
|---|---|---|---|
| Wine recommendation | Reads guests expertly, matches wine to occasion and budget, drives above-average spend through natural upselling, guests frequently comment on wine service | Recommends appropriately, handles most guest requests, maintains acceptable average spend | Limited ability to read guests, pushes personal preferences over guest needs, average spend below target |
| Cellar management | Immaculate cellar organisation, proactive stock management, minimal wastage, storage conditions consistently maintained, inventory always accurate | Cellar adequately maintained, stock levels generally correct, occasional issues addressed when identified | Disorganised cellar, stock discrepancies, storage conditions inconsistent, wastage above acceptable levels |
| Food pairing knowledge | Deep understanding of food-wine interactions, collaborates actively with kitchen on menu development, creates memorable pairing experiences, educates team on pairings | Solid pairing knowledge, can recommend appropriate wines for most dishes, follows established pairing guidelines | Limited pairing knowledge, relies on safe options, doesn't engage with kitchen on menu development |
| Team training | Actively develops the floor team's wine knowledge, runs regular training sessions, team sells wine confidently, measurable improvement in team wine sales | Provides basic training when asked, answers questions, shares knowledge informally | Minimal training contribution, holds wine knowledge rather than sharing it, team lacks wine confidence |
| List development | Curates a dynamic, commercially successful list that reflects the restaurant's identity, introduces new wines strategically, removes underperformers, list evolves with seasons and trends | Maintains an adequate list, makes occasional updates, list is functional and reasonably current | Static list, slow to update, doesn't reflect current trends or guest preferences, inherited wines sit unsold |
Avoiding common rating errors:
- Recency bias: Check your notes from six months ago. Did they have a strong list launch that's now forgotten?
- Halo effect: Brilliant wine knowledge doesn't mean brilliant commercial management. Rate each competency separately.
- Craft bias: Don't conflate passion and knowledge with job performance. A sommelier who knows everything about Burgundy but can't manage their cellar inventory isn't performing.
Customisation tips:
- For fine dining, add wine service ceremony and premium wine presentation as competencies
- For casual restaurants, weight by-the-glass curation and team training more heavily than cellar management
- For restaurants where the sommelier manages other beverages, add cocktail or spirits programme management
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] increased average wine spend per cover from £12 to £16 during the review period through an improved by-the-glass programme and targeted staff training."
"[Name]'s cellar management needs attention — a stock take in November revealed a £2,400 discrepancy, and two wines were found stored at incorrect temperatures."
"[Name] developed an exceptional food-wine pairing menu with the head chef, which achieved a 35% uptake rate during its first month and generated positive guest feedback across all review channels."
"[Name]'s team training contribution was below expectations — no formal training sessions were delivered during the review period, and floor team wine sales declined by 8%."
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 |
|---|---|---|---|
| Guest engagement | Creates memorable wine experiences, guests seek them out, builds personal connections that drive repeat visits, handles knowledgeable guests with confidence and grace | Engages with guests professionally, provides good service, handles most situations competently | Limited guest interaction, retreats to cellar or admin during service, uncomfortable with table-side service |
| Commercial awareness | Balances craft with commerce, understands margin and pricing, makes buying decisions with clear commercial rationale, contributes to business profitability | Understands basic commercial requirements, prices within guidelines, follows budget constraints | Disconnected from commercial reality, over-buys, under-prices, or prioritises personal wine preferences over business needs |
| Collaboration | Works effectively with kitchen, floor team, and management, shares knowledge generously, supports team goals, communicates proactively | Cooperates with colleagues when asked, communicates adequately, participates in team activities | Works in isolation, reluctant to share knowledge, creates friction with kitchen or floor team |
| Reliability | Consistently dependable, delivers on commitments, manages their own workload effectively, cellar and list always current | Generally reliable, completes tasks on time, occasional lapses addressed when identified | Unreliable on commitments, list updates delayed, stock management inconsistent, requires frequent follow-up |
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 guest engagement — three guests specifically mentioned wine service as a highlight of their visit in online reviews during the review period."
"[Name] struggled with commercial awareness — over-bought on a Burgundy allocation that hasn't moved, tying up £3,500 in slow-moving stock."
"[Name] collaborated closely with the head chef on the autumn menu, attending four joint tasting sessions and co-creating a pairing menu that generated £8,200 in additional wine revenue."
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 sommelier has specific compliance responsibilities related to alcohol service and storage.
Licensing — Do they understand and comply with licensing conditions? Can they manage responsible alcohol service? Do they ensure compliance with the premises licence during service? Do they understand their role in preventing underage sales and managing intoxicated guests? A sommelier has direct accountability for alcohol-related compliance.
Storage — Are wines stored at correct temperatures? Is the cellar maintained to professional standards? Are storage conditions monitored and documented? Is stock rotation practiced properly? Poor storage destroys wine and wastes money — this is a fundamental professional standard.
Allergen awareness — Do they understand allergen risks in wine (sulphites, fining agents)? Can they advise guests with allergies or intolerances confidently? Do they ensure the team has accurate allergen information for every wine on the list? Wine allergen management is increasingly important and often overlooked.
Service standards — Do they maintain consistent, professional wine service — correct glassware, appropriate temperatures, proper presentation? Do they lead by example on service standards? Do they ensure the team delivers acceptable wine service in their absence?
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 storage systems or successful training programmes.
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 sommelier created particular value.
How to write strong achievement statements:
- Be specific: dates, numbers, names, outcomes
- Show impact: revenue generated, GP improved, guest experience enhanced, team capability built
- Use their contribution, not the team's: what did they do?
Example phrases:
"[Name] increased wine revenue by 18% during the review period through a complete list overhaul, improved by-the-glass programme, and targeted staff training."
"[Name] developed and delivered a monthly wine training programme for the floor team, resulting in a measurable 12% increase in team-driven wine sales."
"[Name] achieved WSET Level 3 with Distinction during the review period, immediately applying new knowledge to list development and staff training."
"[Name] negotiated improved terms with three key suppliers, saving £4,200 annually while maintaining or improving wine quality."
"[Name] created a wine pairing evening series that generated £12,500 in additional revenue across four events, with an average guest rating of 4.8/5."
Customisation tips:
- For fine dining, achievements might include VIP wine experiences, cellar dinner events, or premium wine programme development
- For casual restaurants, focus on by-the-glass innovation, team training impact, and accessible wine programme development
- For sommeliers in their first year, acknowledge certification progress and early wins with the list
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 commercial awareness needs development — wine GP dropped from 68% to 62% during the review period due to several high-cost, low-margin wines added to the list without clear commercial rationale."
"[Name] delivered minimal team training during the period — only one formal session was conducted, and floor team wine sales declined as a result."
"[Name] tends to retreat to cellar management during service rather than engaging with guests on the floor — observed on four occasions during peak service."
"[Name]'s list management was slow — three wines ran out of stock during the review period without replacement, and the by-the-glass selection remained unchanged for eight consecutive weeks."
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:
"Increase wine sales as a percentage of total revenue from 22% to 25% by end of Q3 through improved by-the-glass rotation and staff training."
"Maintain wine GP at or above 67% across the review period while increasing total wine revenue by 10%."
"Rotate the by-the-glass selection at least monthly, with each new selection accompanied by a 10-minute team tasting and written tasting notes."
Development goal examples:
"Complete WSET Level 3 (or next applicable certification) by end of Q2, with study time and exam fees supported by the business."
"Deliver at least one formal wine training session per month for the floor team, with team wine sales measured before and after each quarter."
"Develop a quarterly wine pairing event programme, delivering at least two events during the review period with minimum 80% capacity and positive guest feedback."
Connecting objectives to career progression:
| Current role | Typical next step | What to assess |
|---|---|---|
| Sommelier | Head Sommelier / Wine Director | Commercial programme management, team leadership, buying strategy, event creation, cross-department collaboration |
If they want to become a head sommelier or wine director, include commercial leadership and programme-building objectives. If they want to stay as a skilled sommelier, focus on deepening their craft, guest engagement, and list excellence. Set targets that stretch but don't break — if current wine revenue is flat, aiming for a 30% increase is unrealistic; a 10% increase through specific actions 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 on wine revenue and GP, creates exceptional guest experiences, develops the wider team, and builds a wine programme that distinguishes the restaurant. This sommelier is a genuine asset who elevates both the guest experience and the commercial performance.
Meets expectations — Reliably manages the wine programme to the required standard. Maintains acceptable sales, manages the cellar competently, and engages with guests professionally. Development areas exist but don't undermine overall effectiveness.
Below expectations — Performance falls short of the required standard in one or more significant areas. Wine sales declining, cellar management poor, team training absent, or guest engagement lacking. 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 their next career step. 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 45 minutes for the review conversation — 30 for discussion, 15 for buffer. Meet in private, away from the cellar and 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.
Sommeliers may challenge commercial assessments by citing craft-related reasoning — "I chose that wine because it's exceptional, not because of the margin." Acknowledge the craft perspective while reinforcing commercial accountability. The best sommeliers balance both. If they raise valid points about blocked objectives or insufficient budget, amend the document.
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's the new by-the-glass selection performing?" and "Where are we on the WSET study?" keep objectives alive rather than letting them gather dust until the next formal review.
Be transparent about how this review connects to budget, certification support, and career progression decisions. If performance reviews influence wine budget allocation or development investment, say so — clarity motivates more than assumptions.
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 Sommelier one-to-one guide for how to run the conversations that feed into this review
- Check out our Sommelier onboarding guide if you're reviewing someone still in their first 90 days
- See our Sommelier interview guide for how to assess candidates before they join