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Human Resources Meeting Agenda Templates

Downloadable Word and Google Doc templates for every key HR, people-operations and staff meeting
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Agenda templates help guide the tone and flow of any challenging meeting

Meetings about employee performance can be among the most stressful and challenging types of meetings for any professional. Nobody wants their co-workers to fail, but, at times, expectations are not being met and corrective action needs to be taken. There is one way to make these types of challenging meetings less stressful — having a clear and thoughtful agenda.

You can use your agenda to drive the meeting forward in a professional and clear manner. It is also a reminder to anyone in the HR meeting of what needs to be discussed. Even if you are trying to take notes during the meeting, having a clear agenda to refer back to can help keep you on track and focused.

It isn’t necessary that your meeting follow the meeting agenda templates on this page word for word, but they can serve as a solid first outline to get everyone thinking about what needs to be addressed a the meeting. Copy or download the templates as free Word docs, and then customize them to fit what you need from your own human resources department.

Regardless, with all of these topics covered, you should feel more confident when leading your next employee performance or disciplinary review.

What are types of HR meetings?

Common types of HR meetings include:

  • Performance Reviews
  • Disciplinary Meetings
  • Employee Discipline Review
  • Coaching Sessions
  • Promotion Interviews
  • Interview Preparation
  • Interview Feedback

Tip: Use an agenda to help guide the tone and flow of the meeting. Your agenda can also help others understand what topics you want to cover. In addition, your meeting attendees will see this printed out agenda before they come into the meeting room and it can serve as a reminder of what is going on when they sit down.

What if your HR Meeting Template Isn't Here?

You will also likely lead many other HR meetings during your tenure as a professional. Even though these may not be the main type of meeting you attend, you should still be prepared and use agendas for many of them so that they run as smoothly as possible. Remember that the agenda should help set any difficult meeting is going to run. It will also help keep everyone focused on the topics being discussed, which is another reason to use an agenda template rather than simply trying to wing it.

Tips for Performance Reviews & Disciplinary Meetings

Whether you are leading a performance review for your employees or serving as an employee who is getting a performance review, there are some key components that need to be covered. These tips can help you get the meeting done quickly and effectively in a professional manner.

-Have an agenda for the meeting so that everyone knows what topics need to be covered in the review. This should include a time frame to make sure your HR meeting is completed before it runs too long (if it even needs to run that long).

-Come prepared with your notes in hand so that you can refer to them during the meeting. Even if you have an interactive style of leading meetings, you should have some ideas of what you want to get out of the meeting printed out before it begins.

-Be professional and respectful at all times so that everyone shares their thoughts openly and honestly about employee performance without inhibitions. Keep in mind that no matter how volatile the situation is, this is about the employee’s job performance, not personal issues between two people.

-Cover all topics that are required in your company’s performance review policy.

Get Your HR Meeting Agenda Templates

Below are templates for getting the most from these difficult conversations, such as a performance review, a performance improvement plan (PIP), and, if things don’t go well after that, an exit interview. Also, for more meeting agendas of all kinds, visit our whole library which includes 80+ agenda template examples 👇

Preview the templates

HR Exit Interview Agenda


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Opening Question

What is your motivation for leaving?

Company Performance Feedback

What is the organization doing well? How could the organization be better?

Working Conditions

How was the working environment (i.e. workplace, job hours, etc.)? How could it be improved?

Highlights & Lowlights

What were your three favorite parts about working here? What three things would you change?

Employee Onboarding

What do you know now that you wish you were told in the onboarding process? 

Advice for a Replacement

What advice would you give to someone starting in your position?

HR Performance Improvement Plan


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Alignment - State the Problem

Describe the performance deficiencies.

Improvement Plan 

Review the predefined improvement plan. (Optional: Solicit feedback) 


What resources (if any) are needed to put this plan into action? Identify resources.

Evaluation Process & Timeline

How will we evaluate progress on the PIP? Define timelines and procedures.

Setting Expectations

Explain potential outcomes and consequences of accomplishing (or failing to achieve) the goals set out by the PIP.

Questions, Comments, Concerns

Time for clarifying questions. Ensure everything is clear.

Action items:


HR Performance Review


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General Assessment

What’s going well; what isn’t? Answer these questions from both the employee’s and the organization’s perspective.

Job Performance

Is the employee meeting defined criteria for performance/fulfilling requirements for the job? 

Job Behavior 

How is this employee contributing to the company’s core values in their attitude and work? How could they improve?

Performance & Behavior Feedback

How could the employee improve their performance and/or behavior? Offer solutions as well as soliciting solutions from the individual.


How will we track progress? Do we need to check in again? If so, when?

One-on-one: Skip level


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A skip one-on-one meeting is a meeting with managers or senior leaders in the company with those who are in junior positions. It is important not to have the meeting with a direct report in order to get honest and accurate feedback. To be truly effective you must create an environment in which the employee feels comfortable. Ideally, the manager should have a relationship with the individual being interviewed. Remember these sessions are about listening and learning from different perspectives in the organizations. 


Managers should come armed with questions about the business based on data they’ve reviewed in advance — both qualitative and quantitative. 

Here are some questions you might want to ask in your one-on-ones:  

  • What is the morale in the office from their point of view?
  • How they are feeling about his or her team?
  • What their manager is doing well and not well?
  • What obstacles are they facing in their job? (If you are their skip-level manager, take steps to unblock these obstacles — it will mean a lot to the person that you took action.)
  • Do you understand the company’s goals and how your team’s goals fit into that picture?
  • Do you feel like you can do things you believe are right for the business?
  • Do you think leadership acts consistently with your values?
  • What would make work better for you?
  • When was the last time you took a vacation?
  • What is your sacred space? Do you feel like you have time for it?

Open Forum

  • Ask the interviewee if there is anything that was not covered above that they would like to add?
Human Resources

Agenda Template FAQs

What are good questions to ask in a one-on-one?


  • What worries you? What keeps you up at night?
  • What are you most excited about?
  • How’s life outside work?
  • What do you like to do on the weekends?
  • Do you feel like you’re making progress on your career goals?
  • What are your big dreams in life outside of work?

Career growth:

  • What skills would you like to develop?
  • Do you feel challenged in your role?
  • Is there any training or education we should be investing in for you?
  • How do you see your role evolving?
  • Do you feel like you’re making progress on your career goals?
  • Who in the company would you like to learn from?

Giving/receiving feedback:

  • Do you feel you’re getting enough feedback?
  • What’s an area where you would like help or coaching?
  • What’s an aspect of your job you’d like to improve?
  • How can I help you be more effective?
  • What is something I can do better?
  • What have past managers done that you’d like me to do as well?
Why have one-on-ones with your employees?

One-on-one meetings have many benefits:

  • Help employees build better relationships with their managers 
  • Provide opportunities for coaching and training
  • Encourage employees to feel valued at work
  • Discuss performance and areas of improvement
  • Find out what employees are (and are not) excited about
  • Learn how managers can better help employees
Who should set the agenda for a one-on-one meeting?

It’s good for the employee to feel ownership of their one-on-one because the meeting is primarily for their benefit. So, rather than having a manager set the agenda every time, the majority of the agenda should be driven by the employee. Of course, there should still be opportunities for managers to lead the conversation, especially when it comes to topics like coaching and performance. Using a meeting notes app that allows for easy, collaborative agendas can help.

Should one-on-one be hyphenated?

Yes. The word one-on-one is always hyphenated, regardless of whether it is used as a noun, adjective, and adverb.

What are other ways to spell one-on-one?

Writing all three hyphenated words out as one-on-one can be tedious. For brevity in your calendar invites, try using: "1:1" or "Name <> Name."

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