Manager Training: Running 1-on-1s and Annual Performance Reviews

Many managers inherit staff and do not know how to manage them. No 1-on-1s. Vague reviews. Staff feels adrift.

Here is a simple framework for both.

1-on-1 meetings: the discipline

Why they matter

• Early warning: you learn about problems before they blow up.
• Engagement: staff know you care about their development.
• Feedback: you give feedback in real-time, not once a year.
• Relationship: trust builds through regular contact.

The 30-minute agenda

1. <strong>Check-in (5 min):</strong> How are you? Any personal stuff to know about? (Not invasive, just human.)
2. <strong>Work update (10 min):</strong> What are you working on? Any blockers? Do you need help?
3. <strong>Wins (5 min):</strong> What went well this week/month? Celebrate it.
4. <strong>Development (10 min):</strong> Is there something you want to learn? A stretch goal for this role?

What NOT to do

• Cancel. If you cancel once, staff assumes it is not important.
• Make it about problems only. Balance feedback with recognition.
• Do all the talking. Ask questions and listen.
• Use it for task management (use your CRM for that).

Pro tips

• Same time, same day each week (e.g. Tuesday 10am). Consistency builds trust.
• Take notes. Reference them next week ("You mentioned wanting to learn Salesforce-progress?").
• Follow up on what you committed to. If you said "I will check the budget," do it.
• Listen for tone. If someone usually chatty is quiet, ask what is up.

Annual performance reviews: the process

Timeline

Typically Nov-Dec for a Jan start or 6 months into role. Allow 2 weeks for the process.

Step 1: Self-evaluation (employee, 1 hour)

Employee fills out form (provided by you):

• What were your goals this year? Did you achieve them?
• What was your biggest contribution?
• What do you want to improve?
• What skills do you want to develop?

Step 2: Manager prepares (you, 1-2 hours)

Review all your 1-on-1 notes from the year. Also consider:

• Specific achievements (with numbers where possible).
• Areas where they are strong.
• Development gaps.
• Feedback from teammates (if appropriate).

Step 3: Review conversation (30-60 minutes)

1. Start positive: acknowledge their contribution.
2. Review goals: did they meet them? Why or why not?
3. Share feedback: be specific; give examples.
4. Listen: ask what they think. They may have a different view.
5. Discuss compensation (if applicable): are we increasing salary? Why or why not?
6. Development plan: what do they want to learn? What will you invest in?
7. End: thank them, confirm next steps.

Step 4: Document (you, 30 min)

Write up the review (in your HR system or file): goals achieved, strengths, development areas, salary decision, development plan.

File it. Keep for 6 years (legal requirement).

Evaluation framework: rating staff

Use a simple 3-4 point scale:

Rating scale

• <strong>Exceeds expectations:</strong> Consistently delivers more than required. Strong growth. Ready for increased responsibility.
• <strong>Meets expectations:</strong> Does the job well. Reliable. Learning gradually.
• <strong>Below expectations:</strong> Missing key goals or behaviors. Needs improvement plan (formal, time-bound).
• <strong>Insufficient data:</strong> Less than 6 months in role; cannot rate yet.

How to evaluate fairly

• Use clear job description as baseline.
• Compare to the role, not to someone else.
• Use examples (not general impressions).
• Address performance gaps quickly (do not save up for review).

Development planning

For all staff (not just high performers), create a development plan:

1. Identify one key skill or area they want to develop.
2. Find a resource: course, mentor, book, project.
3. Commit time: "You will do this course in Q1, 2 hours/week."
4. Review progress: check in at next 1-on-1s.

Compensation decisions

If budgets allow, link reviews to raises:

• Exceeds expectations: +3-5% raise.
• Meets expectations: +1-2% raise or no raise (market dependent).
• Below expectations: no raise; improvement plan required.

Be transparent. If you cannot give raises, say so. But still do the review; development matters more than money.

The improvement plan (for below-expectations staff)

If someone is underperforming:

1. Clarify the gap: what specifically are they not doing?
2. Set clear goals: "By end of Q1, complete X certification" or "Reduce error rate to <2%".
3. Agree on support: what will you provide? (Training, mentoring, tools?)
4. Check-in frequency: weekly or bi-weekly, not monthly.
5. End date: after 3-6 months, evaluate. If no improvement, start exit process.

Good management is not hard; it is just consistent. Show up for 1-on-1s. Be honest in reviews. Invest in people. That is 80% of it.

This guide is part of our Charity People and HR hub, where you can explore every practical guide in this area.