Use this as a template to have regular performance meetings with your employees. 


Employee One to One Form

Employee Name


Job Title


Line Manager Name




1.       What has gone well since the last meeting?





2.       What could have gone better since the last meeting?






3.       Review achievements against objectives for the current year.








4.       Review feedback from customers external (if applicable) and internal.






5.       Give examples of contributions to the organisational goals.






6.       Personal Development: where do you want to be/what do you want do (promotion, further training, etc)?






7.       Discuss and agree objectives to focus on between now and next meeting.











Notes on completing the Employee One to One Form. 

All employees should have regular meetings with their line manager to discuss their performance and contribution to the business/organisation. A One to One (other terms are often used to describe this meeting) should be as often as necessary for the employee and your organisation. Quarterly or monthly is often common practice but six-monthly may be the right option for some employees. These meetings will contribute to a more formal 12 monthly “appraisal”. (Other terms are often used to describe this.)

New employees, or employees with a “Performance Improvement Plan” in place should have frequent meetings with their line manager. 

Remember: A performance discussion (or One to One) is not a telling exercise by a line manager to an employee. With skill and practice a line manager will involve the employee in the meeting by asking questions to encourage the employee to talk about their performance. A good One to One meeting should be a balance where the discussion is 50% employee and 50% line manager contribution. 

Always give an employee notice of any meetings to discuss their performance and a copy of the areas you will discuss. 

A One to One should never be used as a disciplinary meeting. If you have issues that need to be dealt with by informal or formal discipline, that should be done outside of this process. 

  1. Consider what evidence exists to demonstrate what the employee has done well in their job (e.g. sales figures, levels of work achieved).

2. No one is perfect. Even the best employees have areas where they will not be achieving in as well as others. Consider the evidence that demonstrates ways they could have performed better. 

3. Objectives are specific parts of the employee’s role that they need to focus on at this particular time. These objectives should be something that will have an impact on the business/organisation (directly or indirectly). 

4. Customers are people an employee comes into contact in their role. Not all employees will provide a service to external customers. Internal customers are other people in the business they work with or come into contact with. 

5. Organisational Goals are what you are aiming to achieve as a business. (e.g. a GP practice may have “To provide an efficient  patient appointment system”, as an organisational goal.  All staff involved in this process have a contribution to make to it.  

6. Development is not just about being promoted or taking on other roles. Some people may be very happy doing the same job for long periods, perhaps years. If they are performing well this should be acceptable. However, in a changing working environment where little remains static, there will often be new tasks and skills to learn, even for the most experienced employee. 

7. As in section 3 these should be objectives appropriate to their role and development for the period following this meeting. These will be reviewed at the next meeting. 

Prepared by G WiZ Training.