Fill - Free fillable Adobe's Check-in Toolkit PDF form

We’ve developed a number of guides and worksheets to help make Check-in successful. ey align to the

three phases of Check-in – Expectations, Feedback, and Development. e following documents are enclosed

in this toolkit.

Expectations

• Expectations discussion guide for employees

• Expectations discussion guide for managers

• Expectations worksheet

Feedback

• Feedback discussion guide for employees

• Feedback discussion guide for managers

Development

• Development discussion guide for employees

• Development discussion guide for managers

• Individual development plan

Adobe's Check-in Toolkit

Role Modeling Check-in

Leading@Adobe

Directions for using

this guide:

ese discussion guides are intended

to help provide a format and talking

points for employees and people

managers during Check-ins. e guides are

organized by the three steps of Check-in:

Expectations, Feedback and Development and provide

suggestions for how to have an eective discussion. ey are not intended to be a script, but to provide

guidelines to prepare employees and people managers before, during and aer the Check-in

conversation.

Best practices for Check-in

e purpose of Check-in is to make sure employees' expectations are clear, share feedback, and discuss

development needs to enhance their performance. e ow of Check-in follows three core steps:

1. Expectations: First, agree what is expected of employees for the year in terms of deliverables, behavior

and contributions.

2. Feedback: Next, provide frequent, two-way feedback to see how employees are progressing against

expectations and let managers know if they could be doing something dierently to beer support the

employee.

3. Development: en, when employees know how they are performing, they can plan actionable goals

in terms of learning, career and experience.

When should Check-ins happen?

Managers should set up a regular cadence of Check-ins for all employees that ts the needs of their team, but

the following guidelines are recommended:

• Check-ins should be scheduled at least once a quarter and typically, are 60-90 minutes long.

• Expectations should be set in a Check-in at the beginning of Q1 to clarify objectives for the

year ahead.

• Feedback can be provided throughout the year, not only in Check-ins.

• Development-focused Check-ins are driven by the employee and should be scheduled when they feel

appropriate. Typically, development conversations may happen once or twice per year.

Expectations Discussion Guide

For Employees

This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.

EXPECTATIONS: Discussion Guide for Employees

Guidelines:

• Take time to do this well: Clear expectations are key to an effective relationship with your manager.

• Use the expectations worksheet to start mapping out your goals.

• Come to the meeting prepared to review a draft of your SMART goals.

• Remember: Expectations must be tangible and measurable, not just aspirational.

• Ask a lot of questions.

Follow-Through:

• Finalize your expectations and share with your manager.

• Before your next Check-in, reflect on progress made. What has been harder/easier than you thought?

• Regularly ask for business context.

• Regularly ask for informal feedback, not only in your Check-in meetings.

• “Over the next period of time (e.g. sprint, quarter), what are the critical priorities that we must

accomplish?”

• Check your understanding of the business context: “How does our team support Adobe? What are

your big bets for the next year?”

• “What key deliverables should I aim for this year?”

1. Context

Review your expectations worksheet with your manager and complete your goals together:

• “Do you think these goals are stretching enough for me? Am I being unrealistic?”

• “How will I be measured on these?”

• “Are these properly aligned to the business goals? If not, how can I ensure that they are?”

2. SMART

• Confirm how often you would like to review progress: weekly/monthly/quarterly.

• Confirm your immediate next steps, (e.g., finalize SMART goals).

• Take the opportunity to double-check your understanding of what is expected of you.

4. Review

Have specific tasks tied to the expectations. Not just what will be achieved, but HOW.

• “From your experience, what obstacles should I anticipate?”

• “Who else should I connect with to help achieve these expectations?”

• “What other resources do you think I will need?”

3. Obstacles

Role Modeling Check-in

Leading@Adobe

Directions for using

this guide:

ese discussion guides are intended

to help provide a format and talking

points for employees and people

managers during Check-ins. e guides are

organized by the three steps of Check-in:

Expectations, Feedback and Development and provide

suggestions for how to have an eective discussion. ey are not intended to be a script, but to provide

guidelines to prepare employees and people managers before, during and aer the Check-in

conversation.

Best practices for Check-in

e purpose of Check-in is to make sure employees' expectations are clear, share feedback, and discuss

development needs to enhance their performance. e ow of Check-in follows three core steps:

1. Expectations: First, agree what is expected of employees for the year in terms of deliverables,

behavior and contributions.

2. Feedback: Next, provide frequent, two-way feedback to see how employees are progressing

against expectations and let managers know if they could be doing something dierently to beer

support the employee.

3. Development: en, when employees know how they are performing, they can plan actionable

goals in terms of learning, career and experience.

When should Check-ins happen?

Managers should set up a regular cadence of Check-ins for all employees that ts the needs of their team,

but the following guidelines are recommended:

• Check-ins should be scheduled at least once a quarter and typically, are 60-90 minutes long.

• Expectations should be set in a Check-in at the beginning of Q1 to clarify objectives for the

year ahead.

• Feedback can be provided throughout the year, not only in Check-ins.

• Development-focused Check-ins are driven by the employee and should be scheduled when they

feel appropriate. Typically, development conversations may happen once or twice per year.

Expectations Discussion Guide

For People Managers

This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.

• Explain how the team fits into the business unit and the broader business.

• Confirm the overarching goals for Adobe this year.

• Be transparent and explain what is expected of you as a manager of this team. Explain your big bets

for the next year.

Check that the goals the employee has drafted are SMART and complete them together:

• "What will success look like for this goal?”

• “How will these goals stretch you?”

• “What specific outcomes will these produce?”

• “Is this timeframe realistic?”

• “How do these goals align with the business/team goals?"

• “When and how shall we Check-in to review progress?”

• Explain that expectations may need to evolve if the broader business goals change.

• Clarify that you will hold your employee accountable to these expectations, so it’s important for

them to let you know if they need to revisit them.

Ensure the employee has specific actions tied to the expectations. Not just what will be achieved,

but HOW.

• “What obstacles could get in the way of these goals?”

• “How will you plan to overcome these? How can I help?”

EXPECTATIONS: Discussion Guide for People Managers

Guidelines:

• Take time to do this well: Clear expectations are key to an effective relationship with your team.

• As a manager, you will drive the expectation setting process.

• Check you have clarity of your own expectations before having this conversation.

• Remember: Expectations must be tangible and measurable, not just aspirational.

Follow-Through:

• Employee completes expectations worksheet.

• Evaluate and refresh throughout the year: Set expectations at the beginning of the fiscal year and review every month or quarter.

• Set up recurring calendar invites for Check-in. Avoid cancelling or rescheduling these.

• Regularly update all employees with business context/changes/risks.

• Use expectations to monitor employee’s progress and achievements throughout the year.

1. Context

2. SMART

4. Review

3. Obstacles

Expectations Worksheet

What are expectations?

Setting expectations is the first of three steps in Adobe’s Check-in process: You and your manager agree upon

key deliverables, behaviors and results for the fiscal year.

Employees are required to set goals based on these expectations. Goals define the specific steps employees

will take to meet the expectations.

Employees and managers should review expectations regularly to ensure they remain relevant as business

priorities and circumstances change.

Employee & manager responsibilities

• The manager is responsible for ensuring that employees receive clear expectations that are aligned with

key business needs and priorities.

• The employee is responsible for drafting appropriate goals that align to each expectation and to review

these regularly with his/her manager.

• Both the manager and employee provide constructive feedback on what’s working and what could

improve.

Getting started:

1. Managers discuss and set clear expectations with their employees

2. Employees draft SMART goals to fulfill business expectations

3. Employees review and refine goals with their manager

4. Managers and employees ask for and give frequent feedback on performance against expectations

5. Managers and employees revisit and revise your expectations in Check-Ins throughout the year

Instructions

Identify the specific goals associated with each of your expectations. Describe the goal, success and measureable results, and the associated

due dates or milestones. If you require additional pages, please print or save multiple versions of this document.

EXPECTATION:

GOAL 1:

DEFINE SUCCESS:

DUE DATES:

GOAL 2:

GOAL 3:

EXPECTATION:

GOAL 1:

DEFINE SUCCESS:

DUE DATES:

GOAL 2:

GOAL 3:

EXPECTATION:

GOAL 1:

DEFINE SUCCESS:

DUE DATES:

GOAL 2:

GOAL 3:

Adobe confidential—not for external distribution

SMART is an acronym that can help you and your manager identify the associated goals and success criteria for each of your

manager’s expectation.

SPECIFIC:

Who, what, where, when, and why of the achievement

MEASURABLE:

Clear measures of success, key metrics and milestones

ATTAINABLE:

Achievable, and also provides a stretch opportunity to develop and grow

RELEVANT:

Results focused, aligned to Org/BU priorities, and produces tangible results

TIME-BOUND:

A due date gives focus and sense of urgency to the work

This

work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.

Role Modeling Check-in

Leading@Adobe

Directions for using

this guide:

ese discussion guides are intended

to help provide a format and talking

points for employees and people

managers during Check-ins. e guides are

organized by the three steps of Check-in:

Expectations, Feedback and Development and provide

suggestions for how to have an eective discussion. ey are not intended to be a script, but to provide

guidelines to prepare employees and people managers before, during and aer the Check-in

conversation.

Best practices for Check-in

e purpose of Check-in is to make sure employees' expectations are clear, share feedback, and discuss

development needs to enhance their performance. e ow of Check-in follows three core steps:

1. Expectations: First, agree what is expected of employees for the year in terms of deliverables,

behavior and contributions.

2. Feedback: Next, provide frequent, two-way feedback to see how employees are progressing

against expectations and let managers know if they could be doing something dierently to beer

support the employee.

3. Development: en, when employees know how they are performing, they can plan actionable

goals in terms of learning, career and experience.

When should Check-ins happen?

Managers should set up a regular cadence of Check-ins for all employees that ts the needs of their team,

but the following guidelines are recommended:

• Check-ins should be scheduled at least once a quarter and typically, are 60-90 minutes long

• Expectations should be set in a Check-in at the beginning of Q1 to clarify objectives for the

year ahead.

• Feedback can be provided throughout the year, not only in Check-ins.

• Development-focused Check-ins are driven by the employee and should be scheduled when they

feel appropriate. Typically, development conversations may happen once or twice per year.

Feedback Discussion Guide

For Employees

This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.

FEEDBACK: Discussion Guide for Employees

• “What do I do well that makes me effective? Why is that impactful?”

• “Are there any areas of performance concern that I need to be aware of?” Ask for specific examples.

• When providing feedback, state the specific facts that you know: “I have observed that you do/say

__________and it impacts me in this way ___________.”

• Pause and take time to respond to the feedback.

• Ask for suggestions:

• “What should I stop, start, continue to do?”

• “What is one thing, looking forward, I could change or do more of that would make me more

effective?”

Collaboratively agree on what needs to continue or change:

• What will you do differently in the future?

• What help/support would you like from your manager or others to help you stay on track?

• Say thank you for the feedback.

• When receiving feedback, consider the impact of your behavior on the situation/team. Do you need

to take further action to change that impact?

• When providing feedback, describe the impact you observed on other people, both positive and

negative.

Guidelines:

• As an employee, you will be part of a two-way feedback conversation.

• Provide timely, specific, balanced feedback.

• Don’t give feedback when you are angry.

• Ask lots of questions to ensure you are clear about the feedback you’re receiving.

• Remember: Constructive, critical feedback is often the most helpful to people. Don’t avoid the tough conversations and be open

to hearing difficult feedback.

Follow-Through:

• Put agreed-upon changes into action.

• Before your next Check-in, consider what feedback you would like to provide.

• Regularly ask for business context, changes, and risks.

• Regularly ask for informal feedback, not only in your Check-in conversations.

1. Specifics

2. Ask

4. Do

3. Impact

Role Modeling Check-in

Leading@Adobe

Directions for using

this guide:

ese discussion guides are intended

to help provide a format and talking

points for employees and people

managers during Check-ins. e guides are

organized by the three steps of Check-in:

Expectations, Feedback and Development and provide

suggestions for how to have an eective discussion. ey are not intended to be a script, but to provide

guidelines to prepare employees and people managers before, during and aer the Check-in

conversation.

Best practices for Check-in

e purpose of Check-in is to make sure employees' expectations are clear, share feedback, and discuss

development needs to enhance their performance. e ow of Check-in follows three core steps:

1. Expectations: First, agree what is expected of employees for the year in terms of deliverables,

behavior and contributions.

2. Feedback: Next, provide frequent, two-way feedback to see how employees are progressing

against expectations and let managers know if they could be doing something dierently to beer

support the employee.

3. Development: en, when employees know how they are performing, they can plan actionable

goals in terms of learning, career and experience.

When should Check-ins happen?

Managers should set up a regular cadence of Check-ins for all employees that ts the needs of their team,

but the following guidelines are recommended:

• Check-ins should be scheduled at least once a quarter and typically, are 60-90 minutes long

• Expectations should be set in a Check-in at the beginning of Q1 to clarify objectives for the

year ahead.

• Feedback can be provided throughout the year, not only in Check-ins.

• Development-focused Check-ins are driven by the employee and should be scheduled when they

feel appropriate. Typically, development conversations may happen once or twice per year.

Feedback Discussion Guide

For People Managers

This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.

Provide specific feedback based on your observations:

• “X is something you do very effectively."

• “I really appreciate your contributions to (project/team/BU) by doing X.”

• “Looking forward, if you could change or do more of X it would make you more effective."

• PAUSE and ask for the other person’s reaction.

• Ask open-ended questions to understand their perspective:

• “If you could do it again, what would you do differently?”

• ”How did you feel following that situation?”

State or collaboratively agree on what needs to continue or change:

• “Can I make a suggestion?”...

• “What help/support would you like from me to help you stay on track?”

• “What feedback do you have for me?” – remember to say thank you for feedback received.

• When receiving feedback, consider the impact of your behavior on the situation/team. Do you need

to take further action to change that impact?

• When providing feedback, describe the impact you observed on other people, both positive and

negative.

Guidelines:

• As a manager, you will be part of a two-way feedback conversation.

• Provide timely, specific, balanced feedback.

• Show genuine appreciation for your team members and the value they bring to the team.

• Motivated employees want to know how they’re doing, tell them!

• Don’t give feedback when you are angry.

• Remember: Constructive, critical feedback is often the most helpful to people. Don’t avoid the tough conversations and be open

to hearing difficult feedback.

Follow-Through:

• Put agreed-upon changes into action.

• Regularly provide informal feedback to team members – after meetings, presentations, etc.

• Appreciate your team often and in a way that is meaningful for each of them.

• Remind your team that you are open to hearing their feedback.

1. Specifics

2. Ask

4. Do

3. Impact

FEEDBACK: Discussion Guide for People Managers

Role Modeling Check-in

Leading@Adobe

Directions for using

this guide:

ese discussion guides are intended

to help provide a format and talking

points for employees and people

managers during Check-ins. e guides are

organized by the three steps of Check-in:

Expectations, Feedback and Development and provide

suggestions for how to have an eective discussion. ey are not intended to be a script, but to provide

guidelines to prepare employees and people managers before, during and aer the Check-in

conversation.

Best practices for Check-in

e purpose of Check-in is to make sure employees' expectations are clear, share feedback, and discuss

development needs to enhance their performance. e ow of Check-in follows three core steps:

1. Expectations: First, agree what is expected of employees for the year in terms of deliverables,

behavior and contributions.

2. Feedback: Next, provide frequent, two-way feedback to see how employees are progressing

against expectations and let managers know if they could be doing something dierently to beer

support the employee.

3. Development: en, when employees know how they are performing, they can plan actionable

goals in terms of learning, career and experience.

When should Check-ins happen?

Managers should set up a regular cadence of Check-ins for all employees that ts the needs of their team,

but the following guidelines are recommended:

• Check-ins should be scheduled at least once a quarter and typically, are 60-90 minutes long.

• Expectations should be set in a Check-in at the beginning of Q1 to clarify objectives for the

year ahead.

• Feedback can be provided throughout the year, not only in Check-ins.

• Development-focused Check-ins are driven by the employee and should be scheduled when they

feel appropriate. Typically, development conversations may happen once or twice per year.

Development Discussion Guide

For Employees

This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.

• Explain what you find most and least satisfying about your current role and why.

• Discuss other things you really enjoy doing and why.

• Explain what you believe your strengths and development areas are.

• “Does this align with your perspective? Is there something I’m missing?”

• “I’ve identified some experiences, coaching or learning to help me develop. What do you think

is missing?”

• Discuss the potential results/business impact of these activities.

• “How did you develop your own career?”

• Discuss specific actions you can take to achieve your goal(s).

• Agree upon a realistic timeframe and how to track progress against actions.

• Consider potential obstacles and how you will overcome them.

• Explain your short-term (up to 12 months) and long-term (2-5 years) career aspirations.

• “What do you think could be a logical career step for me at Adobe?”

• “How well do you think my aspirations link to Adobe’s goals?”

DEVELOPMENT: Discussion Guide for Employees

Guidelines:

• Expectations and Feedback Check-ins must happen before a development conversation.

• Reflect on interests and aspirations (use Individual Development Plan).

• Schedule meeting with your manager. You will likely have a series of meetings, not just one.

• Come to the meeting with some clear ideas to discuss.

• Remember this is a journey: don’t move straight to action.

Follow-Through:

• Employee completes Individual Development Plan (IDP).

• Schedule a follow-up meeting with manager to review progress.

• Ideally, you should review development plans every 3-6 months as part of Check-in.

• Explore online resources and internal opportunities (roles, transfers, projects, etc.).

• Before your next development Check-in with your manager, reflect on the progress you've made.

1. Current

State

2. Strengths

4. Plan

5. Action

3. Aspirations

Role Modeling Check-in

Leading@Adobe

Directions for using

this guide:

ese discussion guides are intended

to help provide a format and talking

points for employees and people

managers during Check-ins. e guides are

organized by the three steps of Check-in:

Expectations, Feedback and Development and provide

suggestions for how to have an eective discussion. ey are not intended to be a script, but to provide

guidelines to prepare employees and people managers before, during and aer the Check-in

conversation.

Best practices for Check-in

e purpose of Check-in is to make sure employees' expectations are clear, share feedback, and discuss

development needs to enhance their performance. e ow of Check-in follows three core steps:

1. Expectations: First, agree what is expected of employees for the year in terms of deliverables,

behavior and contributions.

2. Feedback: Next, provide frequent, two-way feedback to see how employees are progressing

against expectations and let managers know if they could be doing something dierently to beer

support the employee.

3. Development: en, when employees know how they are performing, they can plan actionable

goals in terms of learning, career and experience.

When should Check-ins happen?

Managers should set up a regular cadence of Check-ins for all employees that ts the needs of their team,

but the following guidelines are recommended:

• Check-ins should be scheduled at least once a quarter and typically, are 60-90 minutes long.

• Expectations should be set in a Check-in at the beginning of Q1 to clarify objectives for the

year ahead.

• Feedback can be provided throughout the year, not only in Check-ins.

• Development-focused Check-ins are driven by the employee and should be scheduled when they

feel appropriate. Typically, development conversations may happen once or twice per year.

Development Discussion Guide

For People Managers

This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.

DEVELOPMENT: Discussion Guide for People Managers

• “What parts of your current job do you find most satisfying and why?”

• “What parts are less satisfying and why?”

• “What are your key skills and strengths?”

• “What is a critical development area for you?”

• “What business trends or skills do you need to learn more about to remain relevant?”

• “What types of experiences, coaching, and/or learning do you need to fulfil your aspirations?”

• “What will be the potential results/business impact of these activities?”

• “As your manager, how can I help?”

• “What specific actions can you take to achieve your goal(s)?”

• “What obstacles, if any, may get in the way?”

• “How would you like us to monitor your progress against these goals?”

• “What are your short and long-term career goals?”

• “Let’s look at how your aspirations link to Adobe’s goals.”

• “Do you have a specific career move that you want to make?”

(Specialist to expert, buddy to boss, international moves, etc.)

Guidelines:

• Expectations and Feedback Check-ins must happen before a development conversation.

• Encourage don’t direct.

• Support employees on their development journey.

• Provide business context.

• Listen 70%/Talk 30%.

• Provide clarity, but don’t feel like you have to have all the answers.

• Remember this is a journey: don’t move straight to action.

Follow-Through:

• Employee completes the Individual Development Plan (IDP).

• Guide employee to online/on-demand resources.

• Explore internal opportunities (roles, transfers, projects).

• Confirm date for next development Check-in to review progress.

• Ideally, you should review development plans every 3-6 months as part of Check-in.

1. Current

State

2. Strengths

4. Plan

5. Action

3. Aspirations

Objective:

Create a personal development plan that aligns your strengths, career aspirations and business needs.

Reect on the questions below prior to your development discussion with your manager.

Individual Development Plan

(IDP)

WHAT PARTS OF YOUR JOB DO YOU FIND MOST SATISFYING?

Most Satisfying? Why?

WHAT ARE YOUR KEY SKILLS OR STRENGTHS? WHAT SKILLS OR STRENGTHS DO YOU WANT

TO DEVELOP?

WHAT ARE YOUR SHORT AND LONG-TERM CAREER GOALS?

This includes experiences you would like, not just promotions (e.g., running an event, speaking at a conference, or managing a team)

Short Term (6-12 months): Long Term (2 to 5 years):

WHAT TYPE OF ASSIGNMENTS, EXPERIENCES, COACHING AND/OR LEARNING DO YOU NEED TO MEET YOUR GOALS?

How can your manager help?

Action Plan: Complete during or aer development discussion with manager

DEVELOPMENT

OPPORTUNITY

SPECIFIC ACTIONS YOU WILL TAKE BUSINESS IMPACT/RESULTS COMPLETION

DATE

Next Steps:

Best practices indicate that you should review development plans every 3-6 months as part of Check-In.

Next Development Plan Review Date:

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