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View full libraryUse this One-to-One (1:1) Meeting Review Form to structure regular conversations between a manager and employee. It provides a practical record of progress, workload, wellbeing, feedback, development needs and agreed actions, helping managers identify concerns early and provide appropriate support.
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-meeting-review-form-template-preview.jpg "One to one (121) meeting review form template preview")
Plan employee learning with templates for training needs, development plans, delivery and evaluation. Organise development activity and track its practical impact.
Employee Name: [Employee Name]
Job Title: [Job Title]
Department: [Department]
Line Manager: [Manager Name]
Meeting Date: [Date]
Meeting Type: [ ] Regular 1:1 [ ] Follow-up [ ] Other
Next Meeting Date: [Date]
Purpose of the Meeting
To review progress, discuss current priorities and challenges, identify support and development needs, exchange feedback and agree actions to be reviewed at the next meeting.
Review of Previous Actions
| Previous Action | Owner | Status | Comments / Follow-up Required |
| [ ] Complete [ ] Ongoing [ ] Not started | |||
| [ ] |
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-meeting-review-form-template.jpg "One to one (121) meeting review form template")
Regular one-to-one meetings help managers and employees discuss work openly, resolve problems early and maintain a shared understanding of priorities. This One-to-One Meeting Review Form provides a repeatable structure for those conversations, ensuring that progress, support needs and agreed actions are recorded rather than left to memory.
The meeting should begin with a review of actions from the previous discussion and progress against current priorities. Managers can recognise achievements, discuss obstacles and clarify expectations. Any concerns should be specific and constructive, with an opportunity for the employee to explain their perspective.
A one-to-one is an opportunity to discuss workload, resources, working relationships, engagement and wellbeing. Managers should listen carefully, avoid making assumptions and consider what practical support may help. Where an employee raises a health, disability or other sensitive issue, information should be handled appropriately and any relevant support or reasonable adjustments considered.
Both parties should have the opportunity to provide feedback. The conversation can cover skills, training, career aspirations, opportunities for additional responsibility and areas where support would be helpful. Objectives should be clear, realistic and relevant to the role, with measurable outcomes and reasonable timescales where appropriate.
The form should capture key points, agreed actions, the person responsible and the target completion date. A copy of the record should be shared with the employee and stored securely in accordance with the organisation's data-handling arrangements. Outstanding actions should be reviewed at the next meeting so that commitments lead to practical improvements.
This form is intended for routine, supportive management conversations. If a serious grievance, formal performance concern or disciplinary issue arises, the manager should consider the appropriate separate procedure rather than attempting to resolve every matter through an informal one-to-one.
Use these best practice actions, recommended timescales and process stages to understand when and how the One to one (121) meeting review form should be used, helping ensure each step is handled consistently and appropriately documented.
Understand the common mistakes to avoid when using this HR template, helping you reduce risk, prevent unnecessary costs and ensure the process is handled correctly.
The frequency depends on the role, workload and employee's needs. Monthly meetings may work well for many employees, while new starters, employees in changing roles or those needing additional support may benefit from more frequent check-ins. The important point is to hold them consistently and review actions between meetings.
Typical topics include progress against objectives, achievements, workload, priorities, challenges, wellbeing, working relationships, feedback, training and career development. The employee should also have an opportunity to raise matters that are important to them. The discussion should be tailored rather than treated as a rigid checklist.
Yes, keeping a proportionate written record is good practice. Record the main points, decisions, support agreed, actions, responsible people and target dates. Share the record with the employee and store it securely. The record should be factual and should not include unnecessary personal or sensitive information.
Discuss the concern constructively, explain the expected standard and explore whether training, resources, clearer priorities or other support would help. Record any agreed actions and review progress. If the concern requires formal capability or disciplinary action, follow the relevant procedure rather than treating the informal meeting as a formal hearing.
HRDocBox provides practical, editable HR templates designed for UK employers and SMEs. Its resources help managers structure conversations consistently, record actions and support effective people management. Templates can be adapted to the organisation's working practices and management approach.
HRDocBox provides purpose-built HR documentation structured around practical workplace processes and UK employment considerations. A dedicated form helps managers cover key topics consistently and capture meaningful actions. AI can help tailor the content, but employers should check relevant legal requirements and follow their own policies when handling sensitive matters.
How this content is developed and reviewed
The One to one (121) meeting review form template is developed using a practical HR methodology that considers current UK employment legislation, ACAS guidance, CIPD good practice and the real-world HR process it supports. Templates and supporting information are regularly reviewed and updated, with additional reviews triggered by significant changes to legislation, guidance or established HR practice, helping ensure each document remains practical, relevant and suitable for UK employers.
Darryl Horn, Chartered HR Director
Darryl is a Chartered HR professional with over 25 years' experience in senior HR and employee relations roles.
He has extensive practical experience of managing learning and development HR processes and founded hrdocbox to provide businesses with practical, professionally developed HR resources grounded in UK employment law and best practice.
HRDocBox has been creating practical UK HR documents since 2009.
"Darryl provides support and advice with excellent judgement, and has a strong understanding of people, policies and UK employment legislation."
"He is someone I trust; consistent, dependable, and committed to doing things properly."
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