Question 1

Walk me through how you build a weekly schedule.

Accepted Answer

Labor is the biggest cost you control. They want to know if you schedule to forecast or just copy last week. Start from the sales forecast and covers by day part, using last year, reservations in OpenTable or Resy, and any local events Build the core shifts first, then add flex people you can cut early, and name the tool you used (HotSchedules or the scheduling built into Toast) Watch overtime and minor labor rules, and post the schedule far enough ahead that people can plan their lives Adjust during the week: cut early on a slow night, call in on a patio day

Question 2

Food cost ran high last period. How would you find out why?

Accepted Answer

This separates people who've owned the numbers from people who've only heard them read out in a meeting. Check the inventory count first, because a bad count is the most common cause of a fake spike Compare actual against theoretical food cost by item and look for the gap Walk the line: portioning, recipe cards, waste logs, comps and voids in the POS, and receiving against invoices Check vendor price changes and whether the menu price still makes sense Fix one or two causes, then recount and track it weekly until it settles

Question 3

It's Friday at six, a line cook walks out and you're short on the line. What do you do?

Accepted Answer

Every restaurant manager has lived this. They want to hear your first few minutes, in order. Talk to the chef or kitchen lead right away and decide who moves to which station Call your on-call list or a cook who's off, and get help from the host stand by slowing seating or quoting longer waits Simplify: pull a slow, fiddly dish for the night and tell servers what to push Jump in yourself, whether that's expo, dish or running food Deal with the walkout properly the next day, documented and by the book, not in the middle of service

Question 4

Tell me about a guest complaint you turned around.

Accepted Answer

Complaints are where regulars are kept or lost, and where online reviews get written. Pick a real one with some heat in it, not a cold soup Show that you went to the table yourself, listened without arguing and apologized plainly Explain what you offered and why it fit the situation, instead of an automatic comp Say what you changed afterward so it didn't happen again, and whether the guest came back

Question 5

How do you run a pre-shift meeting?

Accepted Answer

The lineup is where a manager sets the tone for the night. It shows how you communicate with a team that's standing up and ready to go. Keep it short and at the same time every shift Cover the features, what's out, large parties, VIPs or allergies on the book, and the section chart Give one thing to focus on tonight, like upselling a wine or table touches Let the kitchen talk about the special so servers can taste it and describe it honestly

Question 6

A server has been late several times but is one of your best sellers. How do you handle it?

Accepted Answer

They want to see if you hold everyone to the same standard or protect favorites, which the rest of the staff notices fast. Talk privately and early, with the dates in front of you Ask what's going on before assuming, because sometimes it's a bus or childcare Set a clear expectation and a clear consequence, and write it down Follow through the same way you would with a newer server

Question 7

What does a health inspection look like on your watch?

Accepted Answer

A bad inspection can close a restaurant. They're checking whether food safety is a daily habit or a panic the morning the inspector walks in. Mention your food protection manager certificate and that you know local code differs by area Describe daily checks: temperature logs, date labels, sanitizer buckets, handwashing sinks stocked and clear Walk the inspector yourself and fix what you can on the spot Talk about how you trained the team so it doesn't depend on you being there

Question 8

How do you handle the relationship between front of house and the kitchen?

Accepted Answer

The friction between servers and cooks is real in most restaurants. A manager who takes sides makes it worse. Give a real example of a fight over ticket times, modifications or a sent-back plate Show that you settled it at the pass calmly during service and talked it through afterward Mention small things that help, like family meal together or servers tasting new dishes Make it clear you back the chef's standards while protecting the guest

Question 9

What do you look at first on a weekly P&L?

Accepted Answer

Owners want a manager who reads the report and does something about it, not one who waits to be told. Sales against forecast and against the same week last year Prime cost, meaning food, beverage and labor together, since that's where you have the most control Comps, voids and discounts, which can hide theft or sloppy habits Controllables like smallwares, linen and repairs, then a short action list for the next week

Question 10

How do you find and keep good hourly staff?

Accepted Answer

Turnover is expensive and exhausting. They want to know if you're always hiring in a panic. Keep a bench: interview steadily even when you're fully staffed Use staff referrals and stage prospective cooks before hiring Train with a real plan and a named trainer, not 'follow Jess for a shift' Keep people with fair schedules, honest feedback and a path to trainer or shift lead

Question 11

A guest who's clearly had too much orders another drink. Walk me through it.

Accepted Answer

Alcohol service carries real legal and safety risk. They want to hear that you'd act, and act kindly. Back your bartender or server and step in yourself rather than leaving them alone with it Offer water and food, speak quietly and never embarrass the guest in front of the table Arrange a safe ride and document the incident Mention responsible alcohol training such as TIPS or ServSafe Alcohol, and that the rules vary by state

Question 12

Why do you want to run this restaurant specifically?

Accepted Answer

They want to know you looked at their menu, their service style and their crowd, and that you'll stay. Name something concrete you noticed from eating there or reading the menu Tie it to the kind of places you've run and liked running Be honest about what you'd want to learn or improve Show you understand the hours and still want them

Restaurant Manager interview questions and how to answer them

The 8 questions you will almost certainly get

A forgettable answer, and a better one

"Walk me through how you build a weekly schedule."

"Food cost ran high last period. How would you find out why?"

Questions to ask them

Need more Restaurant Manager interviews to prep for?

The question	What they want to know	Your angle
Walk me through how you build a weekly schedule.	Labor is the biggest cost you control. They want to know if you schedule to forecast or just copy last week.	Start from the sales forecast and covers by day part, using last year, reservations in OpenTable or Resy, and any local events
Food cost ran high last period. How would you find out why?	This separates people who've owned the numbers from people who've only heard them read out in a meeting.	Check the inventory count first, because a bad count is the most common cause of a fake spike
It's Friday at six, a line cook walks out and you're short on the line. What do you do?	Every restaurant manager has lived this. They want to hear your first few minutes, in order.	Talk to the chef or kitchen lead right away and decide who moves to which station
Tell me about a guest complaint you turned around.	Complaints are where regulars are kept or lost, and where online reviews get written.	Pick a real one with some heat in it, not a cold soup
How do you run a pre-shift meeting?	The lineup is where a manager sets the tone for the night. It shows how you communicate with a team that's standing up and ready to go.	Keep it short and at the same time every shift
A server has been late several times but is one of your best sellers. How do you handle it?	They want to see if you hold everyone to the same standard or protect favorites, which the rest of the staff notices fast.	Talk privately and early, with the dates in front of you
What does a health inspection look like on your watch?	A bad inspection can close a restaurant. They're checking whether food safety is a daily habit or a panic the morning the inspector walks in.	Mention your food protection manager certificate and that you know local code differs by area
How do you handle the relationship between front of house and the kitchen?	The friction between servers and cooks is real in most restaurants. A manager who takes sides makes it worse.	Give a real example of a fight over ticket times, modifications or a sent-back plate