How to Use the Waiter 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 waiter a clear reference point. When pay or progression decisions come up, the evidence is already documented.
Key Takeaways
- Metrics to Review checklist ensures you gather covers, average spend, complaint rate, and tip 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 menu knowledge, upselling, table management, complaint handling, and teamwork with Exceeds/Meets/Below descriptors
- Behavioural Competencies assessment covers teamwork, reliability, initiative, and communication
- Compliance and Standards confirms allergen awareness, alcohol service, food safety, and fire procedures
- 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 waiter performance reviews matter
Your waiters are the primary relationship between your restaurant and your guests. A well-written performance review helps them understand exactly where they stand, what they're doing well, and what they need to work on. Unlike casual feedback during service, a formal review creates a record, sets clear expectations, and connects their performance to career progression.
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 waiter 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.
Covers per shift — Find this in your POS system or shift reports. Compare their covers to team averages on the same shifts — a waiter on Friday nights will naturally handle more covers than someone working Tuesday lunches. This tells you about workload capacity and efficiency under pressure. A waiter consistently running higher covers without quality dropping is managing their section well.
Average spend per cover — The most telling metric for a waiter. Pull this from your POS system and look at the trend over the full review period, not just recent weeks. If they consistently deliver £52 covers while the team average is £45, they're driving real revenue through recommendations and natural upselling. If they're below average, you need to understand whether it's section allocation, shift timing, or a genuine skill gap.
Complaint rate — Check guest feedback logs and manager records. Low or zero complaints across a full review period indicates consistent, reliable service. Recurring complaints about the same issue (speed, attentiveness, attitude) point to specific development needs. Distinguish between complaints caused by the waiter and complaints they absorbed from other failures — a waiter shouldn't be penalised for handling a kitchen mistake.
Tip position — Review tip distribution records to understand where they sit relative to peers. Tip position is a raw, honest measure of how guests feel about their service. Adjust for shift patterns — a waiter working mostly lunches will naturally earn less in tips than one working Friday and Saturday evenings.
Customisation tips:
- For fine dining, add wine sales per cover and tasting menu conversion rate
- For high-volume casual, add table turn time and covers per hour during peak
- For restaurants with a loyalty programme, add repeat guest recognition rate
- Don't rely on a single metric — a waiter with low average spend but zero complaints and high covers might be excellent at efficiency but need coaching on upselling
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, section allocation unchanged, budget constraints
Be honest about blocked objectives. If you promised wine training that never materialised, or said you'd review the section rotation and didn't, 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 |
|---|---|---|---|
| Menu knowledge | Confidently recommends dishes with ingredient knowledge, handles dietary queries without checking, suggests wine pairings naturally | Knows menu items and daily specials, can answer most guest questions, occasionally needs to check with kitchen | Struggles to describe dishes, frequently asks colleagues for help, cannot advise on allergies without checking |
| Upselling | Consistently suggests starters, sides, and drinks; average spend significantly above team average; natural and unforced style | Offers recommendations when asked, mentions specials, average spend in line with team | Rarely suggests additions, misses obvious opportunities, average spend below team average |
| Table management | Manages multiple tables seamlessly, anticipates needs, guests never wait for attention, smooth handovers | Keeps up with section during service, occasional delays during peak, asks for help when needed | Frequently loses track of tables, guests wait for orders or bills, section affects neighbouring waiters |
| Guest complaint handling | Resolves complaints immediately without escalation, turns unhappy guests into repeat visitors, anticipates problems | Handles basic complaints appropriately, escalates complex issues, apologises sincerely | Becomes defensive, delays addressing issues, escalates unnecessarily, leaves guests unhappy |
| Teamwork | Proactively supports colleagues, runs food without being asked, covers sections during breaks, positive presence | Helps when asked, communicates well during service, reliable team member | Works in isolation, slow to help others, creates friction, unreliable during team challenges |
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: Brilliant guest rapport doesn't mean excellent kitchen communication. Rate each competency separately.
- Central tendency: Not everyone "meets expectations." If they're exceptional at upselling, say so. If they're struggling with pace, say that too.
Customisation tips:
- For fine dining, add wine service and tasting menu management as separate competencies
- For high-volume casual, weight table management more heavily — speed and section control matter more than detailed recommendations
- For restaurants with extensive wine lists, consider splitting menu knowledge into food knowledge and beverage knowledge
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 cover spend from £45 to £52 over the review period through consistent upselling of starters and wine pairings."
"[Name]'s menu knowledge needs improvement — observed three occasions where they couldn't answer guest questions about ingredients and had to check with kitchen."
"[Name] managed table 14's complex dietary requirements (coeliac, dairy-free, nut allergy) on 15th March without any errors, checking with kitchen and communicating clearly to the guest."
"[Name] struggled with pace during the Saturday rush period, with tables 14 and 16 waiting over 8 minutes for bill drop on two observed occasions."
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 |
|---|---|---|---|
| Teamwork | First to offer help, covers breaks without complaint, shares tips and techniques with newer staff, positive presence on every shift | Helps when asked, gets along with colleagues, participates in team activities | Reluctant to help, creates tension, works in isolation |
| Reliability | Never late, always ready for service, stays when needed without complaint, covers shifts at short notice | Punctual and prepared, occasional lateness with good reason, reasonable flexibility | Frequent lateness, calls in sick regularly, leaves on time regardless of service state |
| Initiative | Spots problems before they happen, suggests improvements, takes on tasks without being asked, drives standards up | Completes assigned tasks well, follows up on requests, asks good questions | Waits to be told, misses obvious tasks, needs constant direction |
| Communication | Clear and professional with guests and colleagues, handles difficult conversations well, provides useful feedback to kitchen | Communicates adequately, passes on information, polite with guests | Miscommunicates orders, unclear with guests, doesn't share important information |
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] achieved 100% attendance during the review period, covering three additional shifts at short notice during the December peak."
"[Name] tends to work in isolation during quieter periods rather than supporting colleagues — observed standing at station while neighbouring sections needed food running."
"[Name] proactively trained two new starters during their first month, both of whom passed probation and cited [Name] as their most helpful colleague."
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 is pass/fail, not a development area to work on gradually.
Allergen awareness — Can they handle allergen queries confidently? Do they check with the kitchen appropriately rather than guessing? Do they understand cross-contamination risks when running food? Allergen mismanagement is a safety issue with potential legal consequences.
Alcohol service — Do they check IDs when appropriate? Can they recognise signs of intoxication? Will they refuse service when needed, even when it's uncomfortable? Do they understand the Licensing Act requirements relevant to their role?
Food safety — Do they understand temperature, contamination, and hygiene basics for handling and running food? Do they handle plates correctly? Do they wash hands after handling dirty plates before touching clean ones?
Fire and emergency — Do they know the evacuation procedure? Can they locate the exits in their section? Do they know where the nearest fire extinguisher is? Could they calmly guide guests to safety?
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 waiter created particular value.
How to write strong achievement statements:
- Be specific: dates, numbers, names, outcomes
- Show impact: revenue generated, problems solved, guest loyalty created
- Use their contribution, not the team's: what did they do?
Example phrases:
"[Name] increased average cover spend from £45 to £52 over the review period through consistent upselling of starters and wine pairings."
"[Name] handled a significant guest complaint regarding a dietary error on 15th March — took immediate ownership, arranged a replacement, and the guest left a 5-star review mentioning them by name."
"[Name] trained two new starters during their first month, both of whom passed probation and cited [Name] as their most helpful colleague."
"[Name] achieved 100% attendance during the review period, covering three additional shifts at short notice during the December peak."
"[Name] received the most individual mentions in guest feedback across the team, with 12 positive comments specifically naming them."
Customisation tips:
- For fine dining, achievements might include VIP guest handling, wine service excellence, or tasting menu delivery
- For high-volume operations, focus on covers managed, speed of service, and efficiency under pressure
- For new team members in their first review, acknowledge the learning curve and highlight improvement trajectory
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 menu knowledge needs improvement — observed three occasions where they couldn't answer guest questions about ingredients and had to check with kitchen."
"[Name] struggled with pace during the Saturday rush period, with tables 14 and 16 waiting over 8 minutes for bill drop on two observed occasions."
"[Name] tends to work in isolation during quieter periods rather than supporting colleagues — observed standing at station while neighbouring sections needed food running."
"[Name]'s average spend remains 15% below team average despite coaching on upselling techniques."
"[Name] received two formal guest complaints during the period regarding perceived inattention."
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 average cover spend from £48 to £52 by end of Q2 through consistent upselling of starters and wine recommendations."
"Reduce complaint rate to zero over the next review period by implementing the 'two-minute check' after every food drop."
"Take the lead on Saturday section briefings for at least 6 shifts during the review period."
Development goal examples:
"Complete WSET Level 1 wine qualification by end of June to improve wine recommendation confidence."
"Train at least one new starter during their first week, with the starter rating the training as 'helpful' in their probation review."
"Shadow the restaurant supervisor for at least 3 shifts during the review period to develop shift management awareness."
Connecting objectives to career progression:
| Current role | Typical next step | What to assess |
|---|---|---|
| Waiter | Restaurant Supervisor | Leadership potential, ability to train others, shift management interest, problem-solving under pressure |
If they want to become a supervisor, include leadership-building objectives. If they want to stay as a skilled waiter, focus on mastery goals. Set targets that stretch but don't break — if current average spend is £45, aiming for £55 in three months is unrealistic; £50 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 performs above the standard required. Demonstrates excellence across most competencies, makes a measurable positive impact on guest experience and revenue, and is developing skills beyond their current role. This waiter is a genuine asset who raises the standard for the team.
Meets expectations — Reliably performs the role to the required standard. Handles their section competently, maintains guest satisfaction, and contributes positively to the team. Development areas exist but don't undermine overall effectiveness. This is solid, dependable performance.
Below expectations — Performance falls short of the required standard in one or more significant areas. Development areas are affecting guest experience, team dynamics, or operational effectiveness. Improvement is needed with clear support and timelines.
Be honest. Rating everyone as "Meets expectations" helps nobody. If they're exceptional, recognise it. 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 outside service hours in a private space.
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.
If they raise valid points, amend the document. If you noted "struggles with pace" but they explain they were covering for absent colleagues during those shifts, that context matters — add it. 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 brief objective check-ins in your regular one-to-ones. "How's the wine training going?" and "I noticed your average spend is up — what's working?" keep objectives alive rather than letting them gather dust until the next formal review.
Be transparent about how this review connects to pay and progression decisions. If performance reviews influence pay rises, 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 Waiter one-to-one guide for how to run the weekly conversations that feed into this review
- Check out our Waiter job description for the full scope of responsibilities
- See our Waiter onboarding guide if you're reviewing someone still in their first 90 days