This article was written for SLTN and appeared in the May issue of their magazine.
From 1 January 2027, the qualifying period for unfair dismissal claims will reduce from two years to six months, meaning more employees will be able to bring claims. As a result, many clients are seeking clearer guidance on implementing effective probation and performance management systems.
Beyond maintaining employee relations, a well‑designed performance management system can help hospitality businesses move from simply getting by to consistently delivering standout guest experiences. In an industry defined by fast pace, seasonal fluctuations, and high customer expectations, having a structured approach to developing people isn’t a ‘nice to have’ people management suggestion — it’s a competitive advantage.
Start with Clear Standards and Values
Performance management only works when everyone understands what “good” looks like. Begin by defining role specific expectations that reflect both operational needs and the warm, guest centred ethos typical of Scottish hospitality. For example, front of house staff may be measured on service speed, communication, and guest feedback, while kitchen teams may focus on consistency, hygiene, and teamwork. These standards should be written in accessible language and reinforced during onboarding, team briefings, and training sessions.
Introduce Regular, Structured Check Ins
Annual reviews alone won’t cut it in your dynamic environments. Instead, implement short, monthly or bi monthly check ins between supervisors and staff, increasing the frequency during the initial probationary period. These conversations should focus on what’s going well, any challenges or barriers, and any support or training needed. This approach builds trust, reduces surprises at formal reviews, and helps managers spot issues early — especially important in venues with high staff turnover.
Use Simple, Consistent Tools
A performance management system doesn’t need to be complex. Many hospitality businesses use simple tools such as a standardised review form with training records, a traffic‑light system to track progress, and guest feedback summaries. The key is consistency. Everyone should use the same tools, and managers should be trained to apply them fairly and operating a HRMiS will help simplify implementation.
Prioritise Development and Progression
Hospitality workers often leave roles because they can’t see a path forward. A strong performance system highlights opportunities for growth — whether that’s barista training, supervisory skills, or cross department experience. Linking performance outcomes to development plans shows employees that the organisation is invested in their future.
Celebrate Success and Reinforce Culture
Recognition is powerful. Celebrate achievements publicly, whether through “employee of the month,” shout outs in team meetings, or small rewards. This boosts morale and reinforces the behaviours you want to see more of.
Final Thought
Implementing a performance management system isn’t about micromanaging — it’s about creating clarity, supporting staff, and elevating the guest experience. When done well, it strengthens culture, provides that balanced employee relations environment and hopefully will reduce turnover.
If you have any questions on any of the issues raised in the above article, please contact Ruth Gladwell.