Quality discussions give you the chance to talk about your team members' achievements and priorities, share any relevant feedback with them and discuss what support and guidance they might need. Review the below guidelines and watch the Manager Briefing Recording to understand the process and key changes introduced in 2025.
What is being launched?
Goal setting check-in (January): Establishing clear areas for contribution
Learning & Career check-in (March - in 2026): Focus on colleagues' development, skill development, career growth
Mid-year check-in (July): Focus on progress against objectives, changes in goals, sharing feedback
Learning & Career check-in (September-October): Focus on colleagues' development, skill development, career growth
Year-end check-in (December): Focus on year end performance, progress against objectives, sharing feedback
Colleagues in Receipt of a Bonus in 2025
We are proposing to introduce a simple Calibration Process in 2025. This will consist of:
60 to 90 min Calibration Discussions with each Functional Leader, to review all colleagues who are eligible for a bonus in 2025, in their functions.
We have strengthened the current Performance Rating Scale that is included in the 2024 Bonus Policy, by providing a clear definition for each rating.
Current Performance Scale
The calibration of ratings, will focus on WHAT (against objectives) and HOW (in terms of demonstrable behaviours around innovation, effort and collaboration)
Exceeds Expectations (Same as All Objectives Met & Exceptional Performance rating) |
Regularly surpasses performance standards, takes initiative, and delivers exceptional performance beyond what is required. |
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Meets Expectations (Same as All Objectives Met rating) |
Performs at the expected level, consistently meets deadlines, and fulfils job responsibilities effectively. |
Mostly Meets (Same as Objectives Mostly Met rating) |
Performance has been mostly met but not in all areas, and an increase in performance is needed |
Needs Improvement (Same as Some Objectives Met rating) |
Fails to meet agreed performance requirements, significant improvement is needed. |
Note: Anyone currently in a performance improvement plan should not receive a bonus unless mitigating circumstances. Only Applicable for colleagues who are eligible for a bonus.
What is the purpose of the Mid-Year Check-In?
Deliver a quality discussion on performance against agreed goals
Recognise achievements and to address any challenges
Re-calibrate goals as needed
Support and drive colleague engagement and development
Strengthen your relationship with each of your direct colleagues
What topics will be covered in the Mid-Year Check-In?
Progress made against goals
Sharing achievements / successes
Sharing learnings and reflections
Updating goals for the next six months
Engagement and wellbeing
What do you need to do as a People Manager?
Schedule a Check-In with each direct Colleague in BOB
Remind yourself of the colleagues 2025 goals
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Reflect on the guiding questions provided in the BOB template
Consider any feedback you would like to share with them
Consider if there are any goals which need to be adjusted
Share your responses with your Colleague in advance
Reflect on their responses
Be open to their feedback at the discussion
Agree any next steps
Helpful and Guiding Questions
Progress Against 2025 Goals
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Summarise the key achievements and learnings to date:
For each, think specifically about what went well and why and what should be done differently.
Consider which activities provided motivation which ones demotivated and why
Consider any particular feedback (positive and developmental) that has been given by other colleagues
Learnings
Reflect on what has been learnt over the last six months.
Adjusting Goals
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Looking forward to the next six months, what are the main goals, priorities and areas of focus?
Do these goals still make sense? Has anything changed, which requires any goals to be adjusted?
Well-Being
Sense check on wellbeing: check on how they are feeling at the moment
Colleague wellbeing
Increased Absence: Employees are frequently calling in sick or taking more time off than usual, this could be an indicator that they are suffering from stress or burn out.
Shift in Productivity: Tasks are taking longer to complete, quality of work is declining or deadlines are being missed. All of these could be signs that employees are feeling overwhelmed and struggling to keep up with their workload.
Changes in Behaviour: These could include increased irritability, moodiness, or sensitivity to feedback Employees who are stressed or burnt out may also become more withdrawn or less communicative with their colleagues.
Physical Symptoms: Include headaches, fatigue, muscle tension, or digestive issues. Chronic stress can take a toll on the body, so it’s important to pay attention to any signs of physical distress.
Trouble Concentrating: Stress can impact cognitive function, making it difficult to think clearly or make decisions effectively. Notice if team members are having trouble staying focused or concentrating.
Emotional Exhaustion: Employees who are suffering from burnout and stress may exhibit signs of depression, anxiety, lack of motivation or may feel a decrease in their self-esteem This could manifest as feelings of cynicism, detachment, or a lack of enthusiasm for their work
Changes to attitudes or relationships: Be aware of any tension or conflict that begin to arise among team members.
Burnout can lead to interpersonal conflicts as people become more irritable or less tolerant of differences of opinion.
Gathering Feedback
We are reviewing the feedback functionality in BOB to enable feedback gathering to be easy for everyone. This will be in place for 2026. However, for now feedback can be gathered by phone, email or through meetings. When we gather feedback it is good to consider the following:
Gather feedback from colleagues / stakeholders that you have worked with, whilst delivering your objectives
Feedback can be gathered from between 3 to 5 providers, in order to keep it manageable
Try and request feedback from a mix of colleagues so that you can get a 360 view of the colleague
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In the feedback be clear about what is it that you are asking feedback on:
Is it on a specific objective?
Is it about their behaviours i.e. how collaborative / collegiate they are?
Once you have the feedback, reflect on what are the key nuggets from the feedback
Delivering Positive Feedback - The SAID Model
When we share feedback, having a structure in mind helps us to remain calm and open to listening to others.
S - Situation: Describe when and where the behavior occurred to give context.
For example ‘in yesterday's team meeting’
A - Action: State the specific action or behaviour that you observed.
For example ‘You presented the project update with clear visuals and concise messaging’.
I - Impact: Explain the result or the effect of that action.
For example ‘This helped everyone understand progress quickly, and kept the discussion focussed’.
D - Do/ Desired Outcome: Suggest what needs to change in the future.
For example ‘Please keep using that style, it really improves our meetings’
Delivering Constructive Feedback - The SAID Model
S - Situation: Describe when and where the behavior occurred to give context.
For example ‘During today’s client call’
A - Action: State the specific action or behaviour that you observed.
For example ‘I noticed that you interrupted the client, a few times whilst they were speaking’
I - Impact: Explain the result or the effect of that action.
For example ‘This made them seem hesitant to share their full concerns’
D - Do/ Desired Outcome: Suggest what needs to change in the future.
For example ‘Try pausing a moment longer, before responding to ensure that they feel fully heard’
What are some common challenges?
Rushing the discussion
Being vague and too general
Ignoring engagement or well-being concerns
Avoiding tough, but fair and necessary feedback
Making it a one-sided conversation
Can’t find what you are looking for? Contact us via People Team Support ticket.