Data, data everywhere...

Sorry managers... just because you've joined the top ranks doesn't mean performance evaluations are a thing of the past. But that isn't a bad thing! Annual evaluations are an opportunity to put things in perspective, measure performance over a period of time, correct gaps in day-to-day communication, and set new goals.

A well-conducted evaluation defines both objective and subjective measurements of job performance, and provides guidelines for:

  • Compensation and Bonuses
  • Promotions
  • Job Development
  • Improved Communication
  • Job Security
  • Future Responsibilities

These are important aspects of your career, so your performance evaluation should be comprehensive and consistently conducted. The evaluation system I use incorporates input from at least four sources: employees, co-manager(s), owner/senior manager(s), and a self-evaluation. I also include a section for defining goals and an action plan for the following year.

A well-conducted job evaluation highlights areas in which you've made progress. It can illustrate any disconnects between your perception of your performance and the perceptions of your fellow workers. It can also identify any areas in which you need to make improvements. The job evaluation process gives you an opportunity to talk with your immediate supervisor and discuss your contributions to the business and lay out a path for "moving up" in the company. Of course, the data may also provide tangible evidence to support promotions, raises or bonuses.

If you receive annual performance evaluations, make sure they're comprehensive and consistent. If you don't, talk with your owner/senior manager about instituting them. The absence of formal evaluations and progressive discipline may leave your company vulnerable to lawsuits.

Use our system as a guide to update your existing system or develop a new one. Be sure to have your company lawyer review the final version to ensure it complies with local, state and federal laws. Take the initiative. Act like a leader. If you're working for the right company, your efforts will be appreciated and everyone will benefit in the long run.

We've provided additional detail on the sections in a comprehensive performance review system, as well as types of questions that should be asked. For our customizable Management Evaluation System containing all the forms and protocols you need, visit our on-line store. 

See also:
It's check up time
Stop, look, and listen

Members help make our journalism possible. Become a Restaurant Business member today and unlock exclusive benefits, including unlimited access to all of our content. Sign up here.


Exclusive Content


Restaurants have a hot opportunity to improve their reputation as employers

Reality Check: New mandates for protecting workers from dangerous on-the-job heat are about to be dropped on restaurants and other employers. The industry could greatly help its labor plight by acting first.


Some McDonald's customers are doubling up on the discounts

The Bottom Line: In some markets, customers can get the fast-food chain's $5 value meal for $4. The situation illustrates a key rule in the restaurant business: Customers are savvy and will find loopholes.


Ignore the Red Lobster problem. Sale-leasebacks are not all that bad

The decade-old sale-leaseback at the seafood chain has raised questions about the practice. But experts say it remains a legitimate financing option for operators when done correctly.


More from our partners