Quarterly One-on-One Checklist

Walk through each objective and key result set at the beginning of the quarter. Discuss what was achieved, what fell short, the reasons behind the outcomes, and what can be learned from both successes and misses.

Evaluate how the employee performed against the core competencies and expectations of their role, providing specific examples of where they met, exceeded, or fell below expectations during the quarter.

Identify and celebrate the employee's most significant achievements over the past quarter, connecting their contributions to team or organizational impact to reinforce the value of their work.

Address any performance gaps honestly and constructively, using specific examples and data. Collaborate on understanding root causes and developing action plans to close those gaps in the upcoming quarter.

Ask the employee to share their own evaluation of their quarter, what they are most proud of, what they found most challenging, and how they would rate their overall performance and engagement.

Review the organization's priorities for the coming quarter and collaboratively set three to five individual goals that directly support team objectives while providing meaningful challenges for the employee's growth.

For each goal, establish specific, measurable key results with clear success criteria. Ensure the metrics are quantifiable where possible and that both manager and employee agree on what success looks like.

Discuss what the employee needs to successfully reach their goals, including budget, tools, training, mentorship, cross-functional partnerships, or adjustments to their workload or responsibilities.

Establish mid-quarter checkpoints for each major goal to track progress, identify early warning signs of trouble, and make course corrections before the end of the quarter.

Record all objectives and key results in the performance management system or shared document, ensuring both parties have reviewed, agreed, and signed off on the goals before the new quarter begins.

Have an open conversation about where the employee sees their career in one, three, and five years. Understand their ambitions and discuss how their current role and trajectory align with those aspirations.

Check in on the employee's IDP, reviewing which development activities they have completed, what skills they have built, and which planned activities need to be rescheduled or adjusted.

Compare the employee's current competencies against the requirements for their target role or next career step. Collaboratively identify the most critical skill gaps and prioritize development efforts.

Explore concrete development opportunities for the coming quarter, such as relevant courses, conferences, mentorship pairings, cross-functional projects, or stretch assignments that build needed capabilities.

Provide honest feedback about the employee's readiness for the next level. If they are close, outline the specific criteria they need to demonstrate. If not yet, create a clear roadmap with achievable milestones.

Have a candid conversation about how well the working relationship is functioning. Ask what the employee needs more or less of from you and share your own observations about communication and collaboration patterns.

Ask the employee to share their perspective on how the team is functioning, whether processes are efficient, and if there are any interpersonal dynamics or workflow issues that are hindering team performance.

Discuss the employee's relationships with stakeholders, cross-functional partners, and senior leaders. Identify opportunities for the employee to build their internal network and increase their organizational visibility.

If there are any unresolved interpersonal issues within the team or with cross-functional partners, discuss them openly and agree on steps to address them before they escalate further.

Ask the employee to honestly rate their current job satisfaction and engagement. Probe into what energizes them most about their work, what drains them, and whether they feel motivated coming to work each day.

If appropriate, check in on whether the employee feels fairly compensated for their role and contributions. Address any concerns and, if possible, share context about upcoming compensation review cycles.

Pay attention to signs of disengagement such as declining initiative, reduced enthusiasm, or increased frustration. If you sense the employee may be considering leaving, address underlying concerns directly and honestly.

Based on the conversation, agree on two to three concrete actions both you and the employee will take in the coming quarter to improve their engagement, development, and overall work experience.