Running performance reviews in a small brewery team
Small breweries often skip performance reviews because everyone works side by side. That is exactly why they matter. Without them, pay rises follow whoever asks loudest and quiet good workers drift off to other jobs.
Why small teams need reviews more
In a big company, a poor performer is one of hundreds. In a brewery of eight people, one weak link shows up in every batch and every Saturday shift. Reviews give you a regular, calm moment to say what is working, what is not and what happens next. Without them, feedback only comes when something breaks, usually in the middle of service.
They also protect you. If you ever need to let someone go, a written record of fair reviews makes the decision clear and defensible.
Pick a rhythm you will keep
The best review rhythm is the one you will actually keep. For most small breweries, we suggest a 20 to 30 minute check-in every quarter and a fuller review once a year that links to pay. Four short conversations a year beat one long one that gets postponed until the busy season is over.
Put the dates in the calendar at the start of the year. Avoid peak weeks such as the run-up to big festivals or New Year. Reviews done in a rush between keg changes do more harm than skipping them.
Use numbers the person controls
A review without numbers turns into opinions. Each role should have two to four measures that the person actually controls:
- Head brewer: batches within spec for gravity and pH, beer loss from brewhouse to tank, brew sheets and excise records complete.
- Assistant brewer: cleaning logs complete, kegs filled to target volume, safety rules followed.
- Bartender: line cleaning every 14 days logged, beer loss at the bar, average beer spend per guest.
- Kitchen lead: fridge logs at 5 °C or below, food cost against target, hygiene audit results.
Pull these from your existing records. If you do not have the data, the first review is a good moment to start collecting it.
Behaviour counts too
Numbers do not show everything. Add a few behaviour questions that matter in a brewery: does this person follow safety rules without being reminded, help colleagues when busy, take ownership of mistakes and treat guests and staff with respect? Rate each simply, such as meets, exceeds or needs work. Give one real example for each rating.
Examples matter. "Needs to be more careful" helps nobody. "Left the caustic tank open twice in March" gives the person something to fix.
How to run the conversation
Keep it private, seated and unhurried. Start by asking the person how they think the quarter went. Many people are harder on themselves than you would be. Then go through the numbers and behaviours, agree on one or two things to keep doing and one thing to improve. Write it down in plain words.
End with their questions: training they want, problems with kit, ideas for the brewery. A brewer who says the glycol chiller struggles every afternoon is giving you useful information, not complaining.
Linking reviews to pay and growth
Once a year, link the review to pay and role. Be clear about how decisions are made. For example: everyone who meets expectations gets the annual increase, those who exceed get more, those who need work get a plan and a check-in in three months. Keep the rules the same for everyone.
Use reviews to spot people who could grow. A bartender who keeps asking about the brewhouse may be your next cellar person. Our guide to cross-training bar staff covers how to try that safely.
Handle poor performance early
When a review shows a real problem, deal with it at once rather than waiting for the annual round. Agree a short improvement plan: what needs to change, how you will both know it has changed and a date to check, usually four to eight weeks out. Offer the support that fits, whether that is training, a buddy on shift or a change in tasks.
Be specific about the stakes without being threatening. A brewer whose batches keep missing final gravity by several points needs to know that fixing it matters to the business. Tell them you will help them do so. Most people improve once the problem is named clearly. If they do not, the written plan makes the next step fair for both sides.
Write it down, keep it simple
Use one page per person per review: date, measures with results, behaviour ratings with examples, agreed actions and both signatures. File it with their employment records. A simple shared spreadsheet that tracks each person's measures quarter by quarter is enough for a small team. You do not need HR software at eight people.
Reviews are one part of managing a brewery team well. Setting the right measures, linking them to pay and planning headcount around the business plan is a bigger piece of work.
Your first step: write two measures for each role in your brewery this week, using data you already collect.
Common questions
How often should a small brewery run performance reviews?
A short quarterly check-in plus a fuller annual review linked to pay works for most small teams.
What should a brewer be measured on?
Measures they control, such as batches within spec, beer loss from brewhouse to tank, complete brew and excise records and cleaning logs.
Do small breweries need HR software for reviews?
Not usually. A one page form per review and a shared spreadsheet tracking measures is enough for a team of under 20.
