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I’ve ran 1:1’s previously whether it be in startup accelerators as a program manager, as an investor in SF or in a company.
I’ve taken my learnings from these places and combined it with research from companies like Square, Culture Amp, Stripe, Octopus Deploy & Posthog.
As Hatch enters a new phase of growth, we want to ensure that we have the frameworks in place to ensure that our employees are not the second thought over the business. Our mission is ambitious, and we need everyone to get there.
Hatchlings are constantly growing and learning from their work and the people they work with. We actively seek and give feedback that is directly actionable, timely, and thoughtful.
We use Radical Candour (,
, , ) as a foundational approach to giving and receiving feedback. If you want some tips on how to handle and give good feedback, refer to our section in how we work. 
As a cadence in addition to immediate feedback, we also do 1:1 meetings, 360 feedback, performance review and give kudos to offer feedback.
Some people may find it hard to offer unsolicited feedback, especially if it’s about something awkward. You can work to improve on this by seeking it out actively, this will give people permission to speak what’s on their mind.
If there is enough investment for it I recommend moving these to a SaaS product like .
Which is much more cost effective at $13.5 pp than Culture Amp or Employment Hero.
1:1 Meetings
1:1 meetings are super important at Hatch. They provide an opportunity to build trust with your manager, express your thoughts, and hopefully create a better culture and environment for your teammates.
They are a core part of our feedback loop 1:1 meetings should be conducted once a week or, at minimum, once a fortnight. Make sure you outline this in your .
Partnership Agreement
Before you start your first 1:1 take some time to look your the this will make the basis of how your 1:1’s operate with your manager. Fill in your sections and have your manager do the same.
The 1:1 might be something organised by your manager but it’s your meeting. Before each 1:1, think about what’s on your mind, and make a list of talking points, and put them in your meetings document either directly or as a .
If you are not finding 1:1 meetings valuable, this is something to call out in your partnership agreement catch-up each month. You can use it as a framework to find a way to make them more valuable.
Development Goals
Each person has a career , which you can go over either every month or quarter depending on your cadence. This is a way to tangibly track things you consciously want to improve upon. It’s about investing in your long term growth at Hatch.
How we choose goals
At the beginning of each year, you will start with a fresh set of goals. But for each quarter, feel free to update or remove them as you see fit. Every quarter/month, we will update the goals to track your progress. As you can see, the goals start at 1. Needs Development and go to 4. Sets a New Standard. While it’s crucial that you meet your role’s expectations, we also want to create an environment where you can truly thrive and be best-in-class at something if that’s a goal you want to achieve. We recommended a mix of these types of goals.
Performance Reviews
We run a Performance Review process twice a year (May and November). It generally asks you and your manager to reflect on your recent contributions and performance, your strengths, and something actionable you can take into the future.
With both reviews, the focus should be on performance, coaching and development. If you’re performing well, we’ll identify new challenges. If you’re struggling or we’re concerned, we’ll make it clear, and we’ll work with you on it to turn it around.
360 Reviews
Three months after you start at Hatch, and then every 12 months on your 🍰 anniversary at Hatch, you can ask for feedback from people of your choice using a 360 feedback cycle. This is a chance to ask your teammates and people from other teams how you can improve.
Hype
Get Hyped! We built profiles for our candidates to showcase who they are and their best work, so we encourage you to do the same at Hatch.
is a place to store all the great things you’ve accomplished. This is personal and just for you, but we may ask you to pull out some examples when it gets time to celebrate all you’ve accomplished! Engagement Survey
Your development is the one of our top priorities as a company but they company also needs to grow and develop with you. Every 6 months we will conduct a pulse on how it feels to work at Hatch.
Our Engagement Questions
Salary Reviews
Many people feel uncomfortable talking about their salaries or asking for a raise. Hence, we set up a predictable system at Hatch to support you.
Your salary may change if:
It's easy to adjust your salary when your performance is good—making it difficult to adjust it down when it's not. Plus, it detracts from the important thing: finding ways to develop and improve. Before we increase your salary, we're looking for 5-6 months of consistent, sustained performance, not a few good weeks leading up to the performance review.
⭐️ Magic Questions
Try to ask these questions every month or quarter. When you do always reflect back to the answers the last time you asked these questions. One person’s 2 can be another person 4 for example so the change is often just as important as the current answer.
Training
Just like the human body we don’t expect you to perform at your best without training. We try to follow the 3 E’s when thinking about your development at Hatch.
This generally follows the 70-20-10 rule. Of your learning 70% will come from Experience, 20% from Exposure, 10% from formal training (internal or external).
This goes directly back to Hatch’s mission as a company. When the majority of our early lives are filled with only 10% of the training we need to succeed it’s easy to feel lost and confused.
We are building a company that solves this problem and that start internally as a company and in our culture.
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