Best Practices For Check-Ins
The purpose of check-ins is to make sure employees’ expectations are clear, share
feedback, and discuss development needs to enhance their performance. The flow of Check-in follows three core steps:
|1. Expectations||First, agree on what is|
expected of employees for
the year in terms of
deliverable, behavior, and
|2. Feedback||Next, provide frequent,|
two-way feedback to see
how employees are
expectations and let
managers know if they
could be doing something
differently to better
support the employee.
|3. Development||Then, when employees|
know how they are
performing, they can plan
actionable goals in terms
of learning, career, and
When should check-ins happen?
- Check-ins should be scheduled at least once a quarter and typically are 60-90
- Expectations should be set in check-in at the beginning of Q1 to clarify
objectives for the year ahead.
- Feedback can be provided throughout the year, not only for check-ins.
- Development-focused check-ins are driven by the employee and should be
scheduled when they feel appropriate. Typically, development conversations may happen once or twice per year.
Development: Discussion guide for people managers
● Expectations and feedback check-ins must happen before a development
● Encourage, don’t direct.
● Support employees on their development journey.
● Provide a business context.
● Listen 70%/Talk 30%
● Provide clarity, but don’t feel like you have to have all the answers.
● Remember this is a journey: don’t move straight to action.
|Current state||● “What parts of your position do you find most satisfying and why?”|
● “What parts are less satisfying and why?”
|Strengths||● “What are your key skills and strengths?”|
● “What is a critical development area for you?”
● “What business trends or skills do you need to learn more about to remain nimble and relevant?”
|Aspirations||● “What are your short and long-term career goals?”|
● “Let’s look at how your aspirations link to the company’s goals.”
● “Do you have a specific career move that you want
to make?” (Specialist to expert, buddy to boss, international moves, etc.)
|Plan||● “What types of experiences, coaching, and/or learning do you need to fulfill your aspirations?”|
● “What will be the potential results/business impact of these activities?”
● “As your manager, how can I help?”
|Action||● “What specific actions can you take to achieve your goal(s)?”|
● “What obstacles, if any, may get in the way?”
● “How would you like us to monitor your progress against these goals?”
● Employee completes an Individual Development Plan (IDP).
● Guide employees to online/on-demand resources.
● Explore internal opportunities (roles, transfers, projects, etc.).
● Confirm date for next development check-in to review progress.
● Ideally, you should review development plans every 3-6 months as part of