01An annual form does not suit a workforce that changes every year
In a business where many people stay less than a year, an annual appraisal reaches only the long-servers. Operators that manage performance well shorten the cycle. They use a structured first 90 days, a ten-minute conversation every month or so, and a slightly longer review once or twice a year. The pre-shift briefing does some of the work too: it sets the standard for the day and gives a moment for recognition in front of the team.
02The guest gives feedback every day
Online reviews, guest surveys and mystery-guest visits produce a constant stream of evidence. Most of it describes the team, and some of it names individuals. Good managers share it quickly and specifically. They are also careful with it. A kitchen porter or night auditor seldom appears in a review, and a server cannot control how long the kitchen takes. Team measures work best as team goals, with individual conversations focused on the standards a person can influence.
03Managers learn the craft before they learn to manage
Head chefs, head housekeepers and bar managers are usually promoted because they are excellent at the job. Many have never been shown how to give feedback or hold a review. Simple prompts help: what went well, one thing to work on, what you need from me. A general manager or area manager then reviews the heads of department, and a people team supports several sites at once.
04Progression is the retention tool
Hospitality has clear ladders: commis to chef de partie to sous chef, receptionist to front-office manager, team member to supervisor to general manager. People stay when they can see the next step and what it takes to get there. Apprenticeships, cross-training between departments and moves between sites are part of the performance conversation. Reviews should be planned around trading, so they avoid December, school holidays and the height of the season.
