Let your team help decide which

Quick answer

Every shift, your team encounters numbers that tell the real story of your restaurant. But are you tracking what actually matters to them? Getting your staff involved in selecting meaningful KPIs transforms data from boring reports into actionable insights they'll actually use.

Every shift, your team encounters numbers that tell the real story of your restaurant. But are you tracking what actually matters to them? Getting your staff involved in selecting meaningful KPIs transforms data from boring reports into actionable insights they'll actually use.

Why let your team think about numbers?

Your chef knows exactly which ingredients have gotten pricier. Your servers notice which dishes get sent back most. Your dishwasher sees how much food hits the trash. Ask for their input, and you'll get a fuller picture of what's really happening.

? Example:

Restaurant De Zon organized a team meeting about numbers:

Chef wanted to see cutting waste per supplier
Servers wanted revenue per table and average check
Dishwasher wanted to track waste per day
Owner wanted total food cost per week

Result: everyone looked at 'their' figure and improved their work

Organize a numbers session with your team

Block out 45 minutes to figure out which metrics actually matter. Make it collaborative - let everyone speak up. Skip the judgment, focus on understanding their viewpoint.

Open with: "What makes you curious about how we're doing?" You'll be amazed at the responses. Most staff think about costs and efficiency but rarely get asked to share those thoughts.

⚠️ Note:

Keep sensitive numbers like total profit or payroll costs private. Stick to operational metrics where they can make a real difference.

Which figures interest which roles?

Different positions care about different things. Matching metrics to roles makes the data more meaningful:

Kitchen: food cost per dish, prep waste, spoilage, top-selling items
Servers: revenue per shift, check averages, cover counts, upsell success
Bar: pour costs, popular drinks, hourly revenue
Everyone: daily sales, guest feedback scores, table turnover

? Example:

Based on real restaurant P&L data, Brasserie Het Plein offered 12 metric options:

Kitchen picked: daily waste and food cost for top 5 dishes
Servers picked: shift revenue and check averages
Owner picked: weekly food cost and seat utilization

Total: 6 figures reviewed every day

Make figures accessible and understandable

Numbers mean nothing if your team can't decode them. Break down what each metric represents and why it matters. A 32% food cost sounds abstract until you explain that 35% is your breaking point.

Go visual with charts or simple color coding. Green means good, orange needs attention, red requires action. Everyone can read the situation instantly.

Weekly figures check with the team

Run a quick 10-minute huddle each week to review your chosen metrics. What patterns are emerging? What's working? Where should you focus next?

Spot trends: "Food costs have dropped three weeks straight"
Celebrate wins: "You've halved our waste numbers"
Dig deeper: "What made Tuesday so profitable?"
Brainstorm: "How can we push this even further?"

⚠️ Note:

Use numbers to solve problems, not assign blame. High food costs become team challenges, not individual failures.

Digital dashboards that everyone can read

Tools like KitchenNmbrs let you build role-specific dashboards. Chefs see kitchen metrics, servers track front-of-house numbers. Everyone gets data that directly impacts their work.

Digital tracking means real-time updates. No more outdated printouts taped to office walls - just current insights into how you're performing as a team.

How do you organize a numbers session? (step by step)

Schedule a 45-minute team meeting

Choose a quiet moment, for example before the shift starts. Make sure all departments are represented: kitchen, servers, bar. Make clear that this isn't a meeting to evaluate performance, but to determine together which information is useful.

Ask your team the right questions

Start with: "What are you curious about in our restaurant?" Let everyone give answers. Ask follow-up questions: "Which figures would help you do your job better?" Write down all suggestions without judgment.

Select 4-6 most important figures together

Vote as a team on which figures are most valuable. Don't choose too many (max 6) to maintain clarity. Explain each chosen figure and why it's important for the restaurant.

✨ Pro tip

Pick one metric per team member for the first two weeks and let them track just that number. If someone gets excited about their waste reduction or upsell rates, then you can introduce additional figures. Build engagement slowly rather than overwhelming them upfront.

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Frequently asked questions

How many figures should I share with my team?

Start with 4-6 metrics that directly connect to their daily tasks. Too many creates information overload, too few leaves gaps in understanding. You can always add more once they're comfortable working with data.

What if my team shows zero interest in numbers?

Start small and make it personal. Show how tracking helps their actual work - like how waste metrics mean fewer mid-shift ingredient runs. Focus on their benefits, not yours.

Which figures should stay confidential?

Keep sensitive financials private: total profits, payroll costs, your personal earnings. Stick to operational metrics they can influence: food costs, waste levels, shift revenue, guest satisfaction scores.

How often should we review these numbers together?

Weekly 10-minute discussions work best for spotting trends. You can post daily updates on dashboards or whiteboards, but daily meetings become exhausting fast.

What's the best way to handle poor performance numbers?

Never use data as punishment - always as problem-solving fuel. Ask "What caused this?" and "How do we fix it together?" Turn bad numbers into team challenges, not individual blame sessions.

Should different shifts see the same metrics?

Absolutely, but break them down by shift when possible. Morning crews want to see their specific food costs and waste. Evening teams care about their revenue and table turns. Shift-specific data creates healthy competition.

ℹ️ This article was prepared based on official sources and professional expertise. While we strive for current and accurate information, the content may differ from the most recent regulations. Always consult the official authorities for binding standards.

Sources consulted

EU Verordening 852/2004 — Levensmiddelenhygiëne (2004) — Official source
EU Verordening 853/2004 — Hygiënevoorschriften voor levensmiddelen van dierlijke oorsprong (2004) — Official source
EU Verordening 1169/2011 — Voedselinformatie aan consumenten (2011) — Official source
NVWA — Hygiënecode voor de horeca (2024) — Official source
NVWA — Allergenen in voedsel (2024) — Official source
Codex Alimentarius — International Food Standards (2024) — Official source
FSA — Safer food, better business (HACCP) (2024) — Official source
BVL — Lebensmittelhygiene (HACCP) (2024) — Official source

Food Standards Agency (FSA) — https://www.food.gov.uk

The HACCP standards shown in this application are for informational purposes only. KitchenNmbrs does not guarantee that displayed values are current or complete. Always consult the FSA or your local authority for the latest regulations.

Written by

Jeffrey Smit

Founder & CEO of KitchenNmbrs

Jeffrey Smit built KitchenNmbrs from 8 years of hands-on experience as kitchen manager at 1NUL8 Group in Rotterdam. His mission: give every restaurant owner control over food cost.

8 years kitchen manager at 1NUL8 Group Rotterdam

Expertise: food cost management HACCP kitchen management restaurant operations food safety compliance

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