Maximizing the Impact of Mid-Year Check-In Meetings: A Perspective from Both Sides of the Table

It is that time of year again! Mid-year check-in meetings have always been a cornerstone of effective performance management and team development in the hospitality industry. Having spent three decades navigating both leadership and employee roles, I’ve come to deeply value the purpose and potential of these pivotal conversations. Whether you’re leading a team or contributing as an individual, mid-year check-ins are an opportunity for alignment, growth, and recalibration. Mid-year check-ins should not be the first time that these topics are discussed. Truly effective teams have communication regularly; mid-year check-in meetings provide a more formal stage. 

mid-year check in meeting

Mid-Year Check-Ins Through the Eyes of a Leader 

As a leader, mid-year check-ins have been my go-to mechanism for fostering clarity and connection within my team. The hospitality business is fast-paced and often unpredictable, which makes periodic reflection and goal-setting essential for sustainable success. The good news is you do not have to do it alone, check out how MHA can help: Recruiting and Consulting

Here’s how I’ve utilized these meetings: 

Evaluating Goals and Progress 

At the mid-point of the year, I would sit down with my team members to assess where we stood against the goals set earlier in the year. Typically, these were tied to the annual bonus number, so they were very important to all concerned. Were we hitting our revenue targets? Were guest satisfaction scores trending positively? Were operational efficiencies improving? These discussions allowed me to identify areas where we were excelling and course-correct where we were falling short. 

More importantly, these meetings were less about assigning blame and more about collaboratively solving problems. If a front desk manager struggled with staff scheduling, for instance, we’d brainstorm solutions together, such as implementing better software or cross-training employees for flexibility. 

Empowering Employees 

Mid-year check-ins also served as a platform for empowering my team. I made it a priority to discuss each individual’s career aspirations and how their current role could serve as a steppingstone toward their long-term goals. For example, if a housekeeping supervisor aspired to move into operations management, we’d identify training opportunities, leadership workshops, or shadowing assignments to help them grow. 

It’s amazing how a simple question like “What can we do to improve?” can ignite motivation and build trust. Employees who feel heard are often the ones who stay committed and engaged. 

Addressing Challenges 

One of the most valuable aspects of mid-year check-ins was the open forum to address both operational and interpersonal challenges. If tensions were brewing between departments or if an employee felt overworked, the meeting provided a safe space to bring those issues to light. As a leader, I would take these concerns seriously and work to implement solutions that benefit all parties. 

Celebrating Achievements 

Let’s not forget the importance of positive reinforcement. Mid-year check-ins were also a time to celebrate wins and recognize hard work. Whether it was a record-breaking month in food and beverage sales or a glowing guest review, acknowledging these successes boosted morale and reminded the team of their value. 

Employee meeting

Mid-Year Check-Ins From the Employee Perspective 

Before and during my years in leadership, I experienced mid-year check-ins as an employee, and those experiences shaped how I viewed and conducted them later in my career. From this perspective, these meetings were a vital opportunity to reflect, recalibrate, and advocate for myself. Again, mid-year check-ins should not be the first time that these topics are discussed. Truly effective teams have communication regularly; mid-year check-in meetings provide a more formal stage. The good news is you do not have to navigate them alone, check out how MHA can help: Career Coaching

Clarifying Expectations 

As an employee, I often found that the hospitality industry’s frenetic pace could blur the lines of what was expected of me. Mid-year check-ins were my chance to clarify my objectives and ensure I was on track. My managers would outline key performance metrics, such as occupancy rates or guest satisfaction scores, which helped me understand where my efforts should be focused. 

This clarity reduced stress and improved my productivity. Knowing exactly what was expected empowered me to prioritize tasks effectively. 

Receiving Constructive Feedback 

Feedback is a gift, and mid-year check-ins offered the chance to receive it in a structured, constructive manner. I appreciated managers who were honest yet supportive in their critiques. If I was falling short in a particular area—perhaps in upselling room upgrades—I wanted to know so I could improve. 

At the same time, I valued feedback that highlighted my strengths. Hearing that my guest interactions were warm and engaging reaffirmed my career choice and inspired me to keep refining my skills. 

Advocating for Growth and Resources 

During these meetings, I saw an opportunity to advocate for resources, training, or even a promotion. If I felt that I lacked the tools to perform optimally, I would voice those concerns. For instance, if outdated technology was slowing down reservation processes, I’d bring it up as a priority for improvement. 

Additionally, mid-year check-ins allowed me to express my career ambitions. One year, I shared my desire to transition from front desk operations to sales. My manager helped me enroll in relevant workshops and created opportunities for me to work with the property sales team. These efforts directly contributed to my becoming a Director of Sales. 

Building Rapport 

Finally, mid-year check-ins fostered rapport between me and my manager. These one-on-one conversations helped me feel valued as an individual rather than just another cog in the machine. Managers who listened actively and responded thoughtfully earned my respect and loyalty. 

Best Practices for Effective Check-Ins 

Whether you’re leading the meeting or sitting across the table, mid-year check-ins can be transformative when approached thoughtfully. Here are some best practices I’ve learned: 

• Prepare in Advance: For leaders, review performance data and set an agenda. For employees, reflect on your progress and identify key topics to discuss. 

• Focus on Collaboration: Approach the conversation as a partnership rather than a critique session. 

• Be Honest and Transparent: Open dialogue builds trust and drives meaningful change. 

• Set Clear Action Items: Leave the meeting with tangible next steps for both parties. 

• Follow Up: Revisit discussions to ensure progress and maintain accountability. 

Conclusion 

Mid-year check-in meetings, whether as a leader or an employee, serve as a vital tool to align goals, address challenges, and celebrate successes. In the hospitality industry, where adaptability and collaboration are paramount, these meetings provide the space to pause, reflect, and recalibrate. 

As someone who has experienced these meetings from both sides, I can confidently say they are invaluable for fostering growth, building relationships, and ensuring that both individuals and organizations thrive. Whether you’re guiding a team or advocating for your own development, make the most of these mid-year check-ins—they might just be the key to unlocking your next milestone.