Coaching that happens all year, not just when a review is due.
Feedback in the moment sets people up to succeed and keeps everyone accountable to what good performance looks like.
“We set the goals and do the reviews. It’s the support in between that’s missing.”
Make regular feedback and support part of how your teams work.
How it comes together.
Five stages a real organisation used to make sure check-ins lead to real improvement, not just a completed form.
The employee sets their own cadence, upfront.
Someone in a fast-moving, junior role might check in fortnightly or monthly. Someone senior, running longer projects, might only need quarterly or half-yearly. It's set by the person accountable for the outcome, not fixed the same for everyone.
They reflect before they show up.
A short form ahead of each check-in gets them thinking about how things are actually going, not answering cold in the room.
Feedback ties back to what was actually agreed.
The check-in measures progress against the goals that person set at the start of the year, not a generic conversation disconnected from what they're actually meant to be doing.
The manager knows what to raise.
Guidance and talking points sit alongside the employee's reflection, so the conversation happens with substance even when the manager isn't naturally confident running it.
The employee leaves knowing where they stand, and what to do next.
Not a completed form, a real answer to whether they're on track against what's expected of them, and what would change that.
Not the only way to do it.
Another organisation doesn't run check-ins at all. They gather feedback through Slack and fast forms shared with colleagues and customers, structured around twelve organisation-specific skills and behaviours. Crewmojo supports many approaches, shaped around how each organisation works.
More than one way to gather feedback.
Anonymous feedback, peer feedback, requested feedback, recognition, shout-outs, call it whatever fits your organisation. Each one can be a structured form measured against specific skills, behaviours or values, completely open, or somewhere in between.
A set form, scored against the skills, behaviours or values you define.
Say it in your own words, with nothing to score and no template to follow.
Peers, managers, other teams, or the customers someone works with.
Shout-outs that land publicly, named however your organisation says it.
Frequently asked questions
Something else on your mind? Talk to us directly.
Who decides how often check-ins happen?
Either the person accountable for the outcome or HR, whichever an organisation prefers. Both are configurable, not one fixed rule.
Can feedback be given without a scheduled check-in?
Yes. It can happen any time, on its own.
Who decides what skills or behaviours feedback is measured against?
HR configures the list, either for a specific role or across the whole organisation.
Does this replace the 1-on-1s we already run?
No. It fits inside the meeting slot a manager already has.
Can feedback come from peers or customers, not just a manager?
Yes. It can be structured against specific skills and behaviours or left open, the same as any other feedback tool.
Does this connect to the goals or expectations someone set earlier in the year?
Yes, where they exist.