Contents

Performance Management

# Min Read

Mac Mischke

Performance Management Expert | PerformYard

Last Updated:

January 2, 2025

4 Free Performance Review Meeting Agenda Templates

Performance reviews are key for employee growth. They align individual work with company goals and boost team success. We’ve created a series of performance review agenda templates to help guide annual reviews, mid-year check-ins, or informal one-on-ones. The agenda templates also fit various industries and job levels. They help make feedback constructive, focus on career development, and keep goal-setting aligned with business objectives.

‍

HR managers and team leaders can use these templates as a base. They can be adjusted to match your organization's culture and needs. This way, every review becomes a productive and engaging experience.

‍

Run a modern, streamlined performance management process with PerformYard's intuitive platform. Learn More

‍

Formal Performance Review Agenda (Annual or Bi-Annual)

Formal reviews are planned, comprehensive meetings (often yearly or twice a year) that document an employee’s performance over a long period.

‍

They typically involve an evaluation form and often influence decisions on promotions or compensation.

‍

A formal review agenda is usually more structured and may involve HR participation. Here is an example:

‍

Introduction & Meeting Purpose: Manager welcomes the employee, establishes a positive tone, and outlines the purpose of the review. (For example: “Today we’ll review your performance over the past year, discuss your growth, and set goals for next year.”)

‍

Employee Self-Review: The employee shares a self-assessment, including their proud achievements, challenges faced, and progress on goals. Allowing the employee to speak first gives insight into their perspective and fosters a two-way dialogue.

‍

Manager’s Feedback on Performance: The manager reviews the employee’s performance against expectations and last period’s goals. This includes praise for accomplishments and constructive feedback on areas for improvement, supported by specific examples (e.g. project outcomes for corporate/technical roles, or sales and service metrics for retail).

‍

Goal Outcomes & New Goal Setting: Discuss the status of previous goals (which targets were met or exceeded, which were not) and why. Then collaboratively set new SMART goals (Specific, Measurable, Achievable, Relevant, Time-bound) for the next period. Goals should align with team and company objectives, and consider the employee’s development interests.

‍

Career Development Discussion: Talk about the employee’s career aspirations and growth opportunities. Explore potential paths (such as leadership roles, skill specialization, or cross-training) and identify what support or training is needed. This future-focused discussion should be a significant portion of the meeting. It’s a chance to align the employee’s career goals with organizational needs and plan for the skills or experience required.

‍

Compensation & Rewards: If applicable, discuss how performance will impact the employee’s compensation. This may include a merit increase, bonus, or other rewards. Be transparent about how evaluation criteria tie into these decisions. In some organizations, the compensation conversation is separate; if so, the manager can skip this or simply inform when pay decisions will be communicated.

‍

Employee Feedback and Questions: Invite the employee to share any feedback for the manager or the organization, and encourage questions. This reinforces that the review is a dialogue, not just a one-way evaluation.

‍

Conclusion & Action Plan: Summarize the key points and agreed next steps. Both manager and employee should leave with clear actions. For example, the employee will attend a certain training, the manager will arrange mentorship, and so on. End on an encouraging note, expressing confidence in the employee’s abilities and thanking them for their contributions.

‍

Tip: During formal reviews, avoid introducing new criticisms that the employee is unaware of. Any serious issues should have been raised earlier; the formal review should contain no surprises resulting from year-long communication gaps. This practice keeps the review constructive and fair.

‍

Semi-Formal Performance Review Agenda (Mid-Year or Quarterly Check-In)

Semi-formal reviews are periodic check-ins (e.g. mid-year or quarterly) that are more structured than informal chats but less so than annual appraisals.

‍

They typically aim to update progress and adjust course if needed, without all the formality of an annual review.

‍

These meetings are shorter (perhaps 30–60 minutes) and usually do not directly involve compensation changes or official ratings. Consider adapting the following agenda:

‍

Opening and Context: Manager briefly states the meeting’s purpose. For instance, “Let’s review your progress from the last quarter and see if we need to adjust any goals.” Establish a supportive tone.

‍

Progress Review: Evaluate the employee’s progress on the goals and responsibilities set during the last formal review (or last check-in). Acknowledge achievements and discuss any objectives that are at risk. This is a good point for the employee to report accomplishments and flag any hurdles encountered.

‍

Feedback and Coaching: The manager provides feedback on the employee’s recent performance. Focus on current period accomplishments and any areas that need improvement. Because these check-ins happen regularly, feedback can be specific to recent projects or behaviors. The employee should also be encouraged to share feedback or needs. For example, resources required or obstacles the manager can help remove.

‍

Adjust Goals and Expectations: Based on the progress review, update any goals for the remainder of the year. If the employee is ahead of schedule, new stretch goals might be added; if behind, revise targets or develop a plan to get back on track. Ensure goals remain realistic and aligned with broader business priorities.

‍

Career Development Check-In: Touch base on the employee’s development plan and career growth since the last review. This might include discussing any training taken or skills developed in the last few months. Identify any new opportunities for growth (like taking on a new project or a course) that have come up. While not as in-depth as the annual review’s career talk, this keeps development on the radar.

‍

Wrap-Up & Next Steps: Summarize what was discussed and any agreed adjustments. Confirm any new goals or action items (e.g. “Complete X training by next review,” or “Focus on improving Y metric in Q3”). End the meeting by reiterating support and thanking the employee. Schedule or remind of the next check-in or the annual review.

‍

These interim reviews ensure continuous alignment and improvement. Regular mid-cycle feedback also means that by year-end, both manager and employee are on the same page with performance. There are no surprises during the formal review because issues and successes have been addressed along the way.

‍

Informal One-on-One Review Agenda (Ongoing)

Informal performance reviews are casual, frequent conversations focused on real-time feedback and coaching.

‍

They often occur during one-on-one meetings (e.g. monthly or bi-weekly) or right after a significant event (completing a project, handling an incident, etc.).

‍

These sessions are not formally documented as evaluations, but they are crucial for agile performance management and employee engagement. Here’s an example agenda for reference:

‍

Check-In and Rapport Building: Start with an open-ended question like “How are things going this week?” to make the employee comfortable. This informal opening builds trust and can surface any immediate concerns or wins.

‍

Current Work Updates: Have the employee share status on key tasks or projects. Discuss what has been accomplished recently and what is in progress. This naturally leads to acknowledging any recent achievements or identifying areas where they might be stuck.

‍

Immediate Feedback: Provide timely feedback on recent work. This includes praise for good performance (e.g. “You handled that customer issue really well yesterday”) and quick, constructive pointers if something could be improved. Because the feedback is so close to the events, it’s specific and actionable.

‍

Problem Solving and Support: Ask if the employee is facing any challenges or roadblocks. Use this time to brainstorm solutions, offer help, or clarify expectations. The employee should feel safe bringing up issues. For example, a retail employee might mention scheduling issues or a technical employee might need guidance on a tricky bug fix. Work together on immediate next steps.

‍

Short-Term Goal Alignment: Reiterate or set small goals for before the next check-in. This could be as simple as priorities for the next week or month. Ensure the employee knows their focus and how it connects to larger objectives.

‍

Closing Encouragement: End the one-on-one on a positive note. Thank the employee for their efforts and encourage them to keep open communication. If any action items were identified, confirm who will do what. Since this is informal, the “agenda” is flexible–the conversation might flow freely–but covering these points ensures consistent communication.

‍

Informal reviews keep the feedback loop continuous and help build a strong manager-employee relationship. They complement formal reviews by addressing issues promptly and recognizing good work in the moment. Managers who conduct regular one-on-ones often find that the formal annual review becomes easier, as much of the groundwork (feedback, coaching, course-correction) has been laid throughout the year.

‍

Performance Review Agenda Templates (Table Format)

Below are sample templates for performance review meeting agendas in formal, semi-formal, and informal formats.

‍

Each template is structured around key discussion areas, such asGoal-Setting, Feedback, Career Growth, and Compensation. They can be customized to fit different industries or organizational styles.

‍

Run a modern, streamlined performance management process with PerformYard's intuitive platform. Learn More

‍

Annual Review Meeting Agenda Template


Agenda Item	Key Discussion Points & Notes
Introduction & Meeting Purpose	• Welcome and overview: Set a positive tone and explain the meeting’s purpose. For example, “We’ll review your performance over the year, discuss your growth, and plan for next year’s goals.” • Context setting: Mention any pre-review steps completed (self-evaluation, peer feedback) and confirm the time available for the meeting. This ensures the employee knows what to expect.
Goal Review & Setting	• Review past goals: Go over the employee’s goals from the last review period. Note which goals were achieved and discuss factors behind successes or shortfalls. Acknowledge accomplishments (e.g. completed projects, met sales targets) and analyze any unmet objectives without blame, focusing on lessons learned. • Set new goals: Based on company priorities and the employee’s role, collaboratively establish new SMART goals for the next period. Ensure they align with team objectives (for a retail role, this might be improving customer satisfaction scores; for a technical role, perhaps delivering a new feature or obtaining a certification). Invite the employee’s input to increase buy-in.
Performance Feedback	• Manager’s feedback: Provide balanced feedback on the employee’s overall performance. Highlight key strengths, contributions, and growth observed (e.g. “You consistently exceeded your sales targets by 15%” or “Your code reviews have greatly improved our product quality”). Address a few areas for improvement with concrete examples and constructive tone. • Employee’s input: Encourage the employee to reflect on their performance and respond. Ask open questions like “What do you feel went well, and what would you like to improve?” This lets them voice opinions, and it turns the review into a two-way discussion. • Peer or client feedback: If 360° feedback or customer feedback is available, summarize relevant points. For instance, corporate/managerial: include peer comments on teamwork; retail: share customer survey results; technical: note feedback from project stakeholders. Discuss these external perspectives and any agreed responses or changes.
Career Growth & Development	• Aspirations: Discuss the employee’s short- and long-term career goals. For example, do they aim for a promotion, leadership role, or new skills? A formal review is an ideal time to explore these aspirations in depth. • Opportunities: Identify opportunities for growth within the company. This could include potential projects, leadership opportunities, mentorship, or professional development courses. Align these with the employee’s interests where possible (e.g. technical role: training in a new programming language; retail role: cross-training for inventory management; managerial: leadership development program). • Development plan: Agree on a development action plan. List specific steps (like attending a workshop, taking on a stretch assignment, or coaching sessions) to help the employee progress toward their career objectives. Document these so they can be followed up in future reviews.
Conclusion & Next Steps	• Summary: Recap the key points of the review – major achievements, main development areas, and new goals. Summarize any decisions (e.g. “We agreed on three new goals for next year and identified two training courses for you to complete.”). • Action items: Ensure both parties know their follow-up tasks. The manager might note, “I will connect you with a mentor in the marketing department,” while the employee’s task could be, “Complete the advanced Excel training by Q2.” Each action should have a clear deadline or check-in. • Closing remarks: End on an appreciative and motivational note. Thank the employee for their hard work over the period. Express confidence in their continued success and reaffirm your support. Encourage them to ask any final questions or share feedback about the process.

‍

Mid-Year/Quarterly Check-In Agenda Template


Agenda Item	Key Discussion Points & Notes
Opening & Recent Context	• Greeting and purpose: Open with a friendly tone and state the purpose. For example, “Let’s catch up on your progress since the start of the year and see if we need to adjust any goals.” • Time frame: Clarify what period this review covers (e.g. Q1 results, first half-year). This sets the scope – the discussion will focus only on recent months, not the entire year.
Progress on Goals	• Status update: Review each goal or key responsibility from the last formal review or check-in. Have the employee share updates: which goals are on track, which are completed, and if any are lagging. • Achievements: Acknowledge milestones reached or any notable successes since the last review. This could be landing a new client, improving a process, or maintaining high customer satisfaction scores. • Obstacles: Discuss any goals or tasks that are behind schedule or challenging. Identify the reasons (e.g. unexpected project scope change, personal challenges, market conditions) in a blame-free way, and brainstorm solutions or support needed to address them.
Feedback & Coaching	• Recent feedback: Provide feedback focused on the recent performance period. Highlight what the employee has been doing well in the last few months (for example, “Your initiative in the last project’s kickoff was excellent”) and one or two areas to continue improving. Because this is a mid-cycle review, feedback should be specific and timely, addressing things while they’re fresh. • Employee’s perspective: Invite the employee to give their own feedback or concerns. They might have insights on team dynamics, workflow inefficiencies, or need guidance on something. Use this dialogue to gauge their morale and any support they require. • Adjustments: If any behaviors or performance issues were noted earlier in the year, check on improvement progress. Likewise, if new priorities emerged, ensure the employee is adapting well.
Goal Adjustment & Alignment	• Revisit targets: Based on the progress discussed, decide if any goals need to be revised. For goals ahead of schedule, you might set new stretch targets; for those behind, create a catch-up plan or adjust the goal to new realities. • New short-term goals: If the business direction has changed or the role evolved since the annual review, set any new goals for the next quarter or half-year. Keep these goals aligned with overall annual objectives. • Resource needs: Determine if the employee needs any resources or training to achieve the updated goals. For instance, suggest mentoring, tools, or time allocation changes if they’ll help meet objectives.
Career Development Check	• Development follow-up: Quickly revisit any development plans from the last formal review. Ask if the employee has started or completed planned training or skill-building activities. • New opportunities: Inquire if any new career development interests have arisen. Perhaps the employee took on a new responsibility recently. Discuss how that fits into their growth. • Guidance: Provide guidance or adjust the development plan as needed. While mid-year check-ins may not dive as deep into career planning as annual reviews, showing continued interest in the employee’s growth keeps them engaged and motivated.
Compensation	Typically not included in mid-cycle reviews. If the company offers any mid-year bonuses or salary adjustments, communicate them here; otherwise, this section is skipped. (Many organizations handle compensation annually. You might simply reaffirm that current performance will be considered in the year-end review.)
Wrap-Up & Next Steps	• Recap: Summarize the main points of the discussion – progress made, any goal changes, and key feedback. This ensures both parties leave with the same understanding of performance status. • Agreed actions: List any action items (e.g. “Manager will arrange additional sales training,” “Employee will provide weekly updates on Project X for the next month”). Because mid-term reviews often involve course corrections, ensure these actions are followed through. • Encouragement: End the meeting on a constructive note. Encourage the employee by recognizing their hard work and expressing confidence in the plans ahead. Thank them for their openness during the discussion. Also, remind them of the next review (next quarter’s check-in or the formal annual review) so they know when to expect future feedback sessions.

‍

Ongoing One-on-One Agenda Template

‍


Agenda Item	Key Discussion Points & Notes
Opening (Informal Check-In)	• Relationship building: Start with a genuine check-in question (“How are you? How is your work going this week?”). This isn’t just small talk. It builds trust and often leads naturally into discussing work matters in a relaxed way. • Current focus: If there’s a specific reason for this one-on-one (e.g. end of a busy week, post-project wrap-up), briefly mention it: “I’d like to chat about how the product launch went for you.” This prepares the context for feedback.
Updates on Tasks/Goals	• Employee update: Give the employee the floor to update on what they’re working on, recent accomplishments, or hurdles. In an informal setting, this is often a free-form conversation rather than a strict report-out. Listen actively and ask follow-up questions. • Short-term goals: Reiterate any short-term targets or priorities. For example, in a retail job it could be hitting this week’s sales quota; in an office role, finishing a presentation draft by Friday. Ensure the employee is clear on immediate expectations and adjust if priorities shifted.
Immediate Feedback	• Positive reinforcement: Recognize something the employee did well recently. Informal praise is powerful and keeps morale up. (“I noticed you handled that difficult customer on Tuesday really well. Great job.”) Be specific about what was good. • Constructive feedback: If there was a minor issue or something that could be improved, bring it up conversationally. (“Let’s look at the report from yesterday. I think we could refine the data accuracy. How do you feel about it?”) Because it’s informal, keep the tone supportive, focusing on problem-solving together rather than criticizing. • Timeliness: The advantage here is feedback comes quickly after events. Reference yesterday’s meeting, last week’s code commit, etc. Both you and the employee will remember details better, making the feedback more effective.
Support & Coaching	• Employee concerns: Ask if the employee has any questions or needs help with anything. This opens the door for them to mention issues (workload concerns, need clarity on a task, interpersonal conflicts, etc.) in a safe, private setting. • Coaching: Provide immediate coaching or advice if the employee is facing a challenge. For example, if a retail employee is struggling with a new inventory system, the manager might offer additional training or tips. If a technical employee is stuck on a bug, talk through possible solutions or suggest resources. • Remove roadblocks: Take note of any issues the employee cannot resolve alone and commit to addressing them. This could mean escalating a problem, reallocating duties, or providing tools. Quick managerial action after these talks shows the employee you listen and care, boosting trust.
Career Touchpoint	Optional: In some one-on-ones, it may be natural to briefly touch on career development (especially if the employee brings it up). For instance, if the employee mentions an interest in learning something new or taking on more responsibility, acknowledge it. You might not have a full career chat now, but you can encourage them (“That’s great you’re interested in marketing – maybe next quarter you can assist our marketing team for a project.”) and make a note to revisit it in a formal review. This keeps the momentum on development even between formal discussions.
No Compensation Talk	Not applicable. Day-to-day check-ins do not cover compensation. Save any pay discussion for formal settings. Focusing on performance and well-being in informal talks keeps the conversation open and stress-free.
Closing & Follow-Up	• Summarize/Confirm: Even in an informal chat, it helps to quickly summarize any important points or decisions. (“Alright, so you’ll update the spreadsheet by Monday, and I’ll talk to the IT team about the software issue you raised.”) This ensures mutual understanding. • Appreciation: Thank the employee for their time and contributions. A simple, sincere closing like “Thanks for the update. I appreciate all your hard work” ends the meeting positively. • Frequency: Encourage the ongoing dialogue. Remind the employee they can always come to you with issues or ideas before the next scheduled one-on-one. Maintaining this open door policy will make performance management a continuous, supportive process rather than a one-time event.

‍‍

Tailoring Performance Reviews by Industry and Role

Different industries and job levels may emphasize certain aspects during performance reviews.

‍

Consider these nuances when setting the agenda:

‍

Corporate/Office Roles: Focus on alignment with company objectives and KPIs, collaboration, and long-term career progression. Discussions often center on project outcomes, cross-department teamwork, and skill development relevant to the business strategy.

‍

Retail/Customer-Facing Roles: Emphasize customer service quality, sales targets, and reliability. Reviews should cover metrics like sales numbers, customer feedback, and adherence to store protocols. Career growth might include pathways to supervisory roles or training in product knowledge.

‍

Technical/Engineering Roles: Highlight technical accomplishments (e.g. completed projects, code quality, innovation), problem-solving skills, and continuous learning. Goal-setting can involve project milestones or acquiring new technical skills. Feedback should be concrete (bug counts, system uptime, peer code review input), and career development could include leadership in technical projects or specialized training.

‍

Managerial Positions: Concentrate on leadership competencies, team performance, and communication skills. These reviews should incorporate 360-degree feedback or team input, if available, to evaluate how well the manager leads and develops their team. Career growth discussions might explore higher leadership opportunities or broadening management scope.

‍

Adding Performance Review Agendas to PerformYard

You can seamlessly incorporate structured performance review agendas into PerformYard by utilizing its customizable review forms, workflows, and feedback tools.

‍

Start by uploading or creating a review template within the platform, ensuring it aligns with your organization's preferred structure–whether for formal annual evaluations, mid-year check-ins, or informal one-on-ones.

‍

Run a modern, streamlined performance management process with PerformYard's intuitive platform. Learn More

‍

Then, leverage PerformYard’s automation features to schedule and standardize the review process across teams, ensuring consistency and efficiency.

‍

Managers can then use built-in feedback tools to document discussions, track goals, and integrate peer or self-evaluations for a comprehensive review process.

‍

By embedding structured agendas, HR leaders and team managers can enhance performance discussions, streamline documentation, and foster ongoing employee development.

‍

Learn how your organization can streamline reviews with a product walkthrough.

‍

Performance Management

Best Compensation Management Software - 2025 Top Platforms

Performance Management

2025 Compensation Benchmarking Guide - Process & Examples

Performance Management

What is Performance-Based Compensation? Pros, Cons, Examples

Back to Resources