Short answer
A performance conversation template should help both people arrive with examples, compare their understanding and leave with a clear next step. Use the preparation fields separately, work through the shared agenda, then record what was agreed and what remains unresolved. Keep the original expectation and the later finding together so the follow-up can test progress rather than reconstruct the last meeting.
Preparation note: complete separately
Share the purpose, period and relevant expectations before asking for examples. The employee and manager each complete their own note, using information they are authorised to share. Avoid collecting unrelated personal details.
- Purpose and scope: what this meeting can decide, the review period and the responsibilities in scope.
- One contribution: what happened, when, what you did and the result you observed.
- One difficulty: the expected outcome, the actual situation and the context that may matter.
- Previous action: what was promised, what happened and any missing support.
- Question for the other person: what you need to understand before proposing a next step.
An adjustable 30-minute meeting agenda
This allocation is a starting point for a routine check-in. Extend or arrange a follow-up when the issues need more time; do not compress a difficult conversation to finish the template.
- Minutes 0–3: confirm purpose, period and the decisions that are in scope.
- Minutes 3–10: hear the employee’s examples and clarify what happened.
- Minutes 10–18: compare manager observations, expectations and relevant context.
- Minutes 18–25: agree an action and the support needed; identify unresolved points.
- Minutes 25–30: read back the record and agree the next review condition.
Decision record: copy these fields
Keep the record brief enough that both people can check it. Store it in the authorised review location and give the employee access to the appropriate written account.
- Expectation discussed: task, standard and period.
- Evidence considered: dated examples and permitted source references.
- Conclusion: agreed finding, separate interpretations or still open.
- Employee action: a specific practice or delivery commitment.
- Manager support: resource, clarification or process change, with an owner.
- Review condition: date or work event, and the evidence to bring.
- Acknowledgement and corrections: when the note was shared and what needs amendment.
Disagreement log: preserve the open question
A useful record does not force agreement. Write the point in dispute, each account, the available evidence and the next reasonable check. Name the person responsible for that check. If evidence cannot resolve it, retain the uncertainty instead of recording one account as established fact.
Follow-up: compare the promise with the work
At the next check, place the original action beside what happened. Ask whether the agreed support was available and whether there was a real opportunity to practise. Choose to continue, change or close the action with a reason. Use the separate action-plan resource if the work needs several owners or a longer delivery plan.
Why this guide is useful
This original pack is designed to be copied into your existing document or review tool. It includes a preparation note, an adjustable meeting agenda and a decision record. For guidance on how to ask questions and listen during the meeting, use the linked manager guide.
Choose the purpose before the format
Decide whether this is a development check-in, a formal review or preparation for a separate decision. Acas guidance recommends sharing the written review record with the employee and continuing regular feedback between formal reviews. The agenda below is an illustrative working format, not a mandatory duration or a substitute for your organisation’s formal procedure.
Concrete example
Fictional example: a manager describes a handover as late; the employee says the input arrived after the agreed cut-off. The record separates the dated observation from the explanation, leaves the cause open and assigns the process owner to check the timestamps. It also records the next handover expectation. The employee’s acknowledgement means the note was received, not that the employee accepted every conclusion.
Frequently Asked Questions
- How long should a performance conversation last?
- Allow enough time for the purpose and complexity. The 30-minute agenda on this page is an adjustable example for a routine check-in, not a standard that every review must follow.
- What if the employee disagrees with the manager?
- Record the two accounts separately, identify what can be checked and assign the next check. Do not treat receipt of the written record as agreement with its conclusions.
- Can this template replace a formal performance procedure?
- No. It can support preparation and documentation, but a formal review or employment process still needs the organisation’s applicable requirements and responsible human decision-makers.