Performance Review & One-to-One Template (UK)

Purpose and Scope

• This procedure sets the process for running performance reviews and regular one-to-one meetings within [Organisation Name].
• It applies to all employees who have completed probation. Dedicated probation policies cover probationary reviews.
• The process drives continuous feedback, clear objective ownership, documented progress, and open communication.
• Written reviews evidence fair treatment regarding pay, progression, and capability decisions under the Equality Act 2010 and the ACAS Code of Practice.

Working through related paperwork at the same time? See also our Capability Policy & Procedure, Exit & Leaver Procedure and Reference Request & Provision.

Roles and Responsibilities

• Line Managers: Schedule, prepare, conduct, and record reviews and one-to-ones for direct reports.
• Employees: Complete preparation forms honestly, participate actively, and raise issues promptly.
• [Role, e.g., HR]: Maintain forms, track completion rates, and ensure consistency across teams.
• [Senior Role]: Review completion rates and audit sample records [Frequency].

Timing and Frequency

• Scheduled Performance Reviews: Held every [Period, e.g., 6 or 12 months] for each eligible employee.
• One-to-Ones: Held every [Frequency, e.g., 2 weeks] between manager and direct report.
• Ad Hoc Reviews: Triggered by a major role change, return from long absence, or at either party’s reasonable request.

Pre-Review Preparation

1. Schedule the review at least [Number] weeks ahead in a private space or uninterrupted call. Send the preparation form to the employee.
2. Complete preparation forms independently before the meeting. Both manager and employee must fill out self-assessments, progress against objectives, and key discussion topics.
3. Gather supporting evidence, including past review records, one-to-one notes, target outcomes, and feedback from relevant sources [e.g., colleagues, customers].
4. Check that you have already raised any performance concerns with the employee before bringing them to the meeting.

Conducting the Performance Review

1. Open the session by setting out its purpose and the specific period under review.
2. Ask the employee to present their self-assessment first before delivering manager feedback.
3. Evaluate each objective against documented evidence. Discuss achievements, obstacles, and required business support.
4. Agree on a written summary of overall performance. Log any points of disagreement in the employee’s own words.
5. Set [Number] specific, measurable, and dated objectives for the upcoming period. Agree on required support and development actions.
6. Finalise the review record, confirm development action owners and target dates, and book the next one-to-one.

Conducting One-to-One Meetings

1. Hold meetings every [Frequency] for [Duration, e.g., 30 minutes]. Do not cancel meetings; reschedule if conflicts arise.
2. Address the employee’s agenda topics first, followed by manager updates.
3. Work through standard agenda items: objective progress, operational blockers, workload, wellbeing, and professional development.
4. Log agreed actions with owners and target completion dates in [System/Shared Note Location]. Review them at the start of the next meeting.
5. Deal with operational or performance concerns immediately during the session. Do not hold them back for formal reviews.

Managing Performance Concerns

1. Handle ongoing underperformance first through an informal support discussion. Issue a written improvement plan with clear metrics and a review date set for [Period].
2. Escalate to the formal capability policy following the ACAS Code of Practice if performance fails to improve within the agreed timeframe.
3. Route misconduct issues straight to the formal disciplinary policy.

Records and Documentation

• Store completed and signed or acknowledged performance review forms in [System Location], and give a copy to the employee.
• Store action logs from regular one-to-ones in [Location].
• [Role] tracks completion rates and follows up monthly on overdue reviews.

Review Cycle

• [Role] reviews this procedure and its forms [Frequency, e.g., annually].
• Review inputs include completion metrics and feedback from managers and staff.
• Next review due date: [Date].