Section A — Staff Self-Assessment
Complete this section BEFORE the meeting. Keep answers to 2–3 sentences.
Think about a specific result — something that made a difference to the venue or team.
Be honest — what did you find hard and what did you do?
The one area where you know you could be better.
Training, more responsibility, more feedback?
Section B — Actions from Last Review
What was agreed last time — and has it been done?
Scores:
E Exceptional — significantly exceeds what's expected
ME Meets Expectations — consistently delivers what's required
PIN Performance Improvement Needed — inconsistent or below standard
U Unsatisfactory — not meeting expectations; a plan is required
Section C — Manager's Assessment
To be completed by the line manager during the appraisal.
- Shows up on time and prepared
- Consistent standards whether watched or not
- Owns mistakes and learns — doesn't deflect blame
Have there been any punctuality, absence, or reliability issues this period?
Are their standards consistent, or do they only perform well when being observed?
- Team are clearly briefed and know what's expected
- Approachable — staff raise problems with them
- Checks group chat and keeps people informed promptly
Do their team members know what's expected each shift — are briefings happening?
Are they approachable enough that staff come to them with problems?
- Plans the week ahead — not always reactive
- Delegates tasks clearly with deadlines and follows up
- Checks work is done to standard — doesn't just assume
Are they delegating tasks effectively and following up to check completion?
Are they planning ahead, or always reacting to whatever is in front of them?
- Checklists completed and verified — not just signed off
- Standards maintained across all shifts, including when absent
- Issues flagged promptly and followed through to resolution
Are standards consistent across all shifts — or do things slip when this manager isn't present?
Are recurring issues being resolved, or do the same problems keep coming back?
- Understands the weekly manager's report and acts on it
- Knows wage cost % and adjusts staffing accordingly
- Understands wet and dry GP% and what affects them
Can they explain last week's sales, GP%, and wage % — and what they did about it?
Is the weekly report submitted on time and used to make decisions, or just filled in?
- Actively developing supervisors and team — not just day-to-day managing
- New starters inducted properly with training tracked
- Motivated — takes initiative on their own learning
Who have they hired, trained, or developed this period — and is there visible improvement?
Are they investing in their own development, or waiting to be trained?
Section D — Venue Performance Awareness
Ask the manager to explain each area. Rate their awareness — don't just take their word for it.
Weekly Sales
Wet/dry/retail split, week-on-week change
Year on Year
Growing or declining — can they explain why
Wage Cost %
Staffing vs sales, adjusting hours for quiet weeks
Wet GP%
Alcohol net profit, what affects it
Dry GP%
Food GP, portion control, yield, wastage
Wastage
Recording and acting on both wet and dry
Missing Stock
Investigating variance, not just accepting it
Cash & EOD
Reconciliation accurate, reports submitted on time
Section E — SMART Targets
Max 3 targets. Each must be Specific, Measurable, and have a clear deadline.
Section F — Summary
What should this person keep doing? Be specific.
Top 1–2 things to focus on next period.
Anything you want to add or disagree with?
Section G — Overall Rating
Overall Rating for this Period