Touchpoints Quick Guide
Year-round Performance Conversations
Regular, meaningful Touchpoint conversations are one of the highest-leverage things a supervisor can do. The data is clear:
12.5%
higher productivity*
14.9%
lower
turnover*
80%
fully engaged with weekly feedback*
300%
more likely to quit when unrecognized*
*Source: Gallup research on strengths-based feedback and employee engagement
"Be curious, not judgemental."
-Ted Lasso | The foundation of every great Touchpoint conversation
Types of Touchpoint Conversations
| Check-Ins | One-on-Ones (1:1) | Big Picture Meetings |
|---|---|
Short, frequent, task-focused conversations about current work.
|
Intentional, development-focused conversations about growth, goals, and the working relationship.
|
| Example: “Hi Sarah, how is the client presentation coming? Any blockers before Friday?” | Example: “Hi Jay, we are a few months into your leadership goal. How has delegating been going, and what are you learning?” |
| All matter. Neither replaces the other. Visit hr.vt.edu/performance-management/continuous-performance-management for sample Touchpoint agendas for every situation. | |
CARS: Your Documentation Framework
Document every meaningful Touchpoint conversation using the CARS framework. These notes are not just for your annual review — they are your back pocket. When it is time to apply for a promotion, respond to a behavioral interview question, or write a cover letter, your CARS notes are already your story, organized and ready.
| What it Means | Guiding Questions | Example (from a Touchpoint) | |
|---|---|---|---|
| Context | The situation, project, or goal you were working on. Sets the scene. | What was the situation or goal? Who was involved? What were the stakes? |
Led faculty onboarding for 12 new hires during a compressed summer timeline. |
| Actions | What YOU specifically did. Use “I” not “we.” This is your record of your contribution. | What specific steps did you take? What decisions did you make? |
I redesigned the orientation schedule, coordinated with 4 units, and created a shared resource hub. |
| Results | Outcomes and impact — include numbers when possible. Also include lessons learned here. | What changed? What improved? What did you learn from this? |
All 12 hires onboarded on time; faculty survey satisfaction increased 20%. Learned to build in buffer time for cross-unit coordination. |
| Strengths Applied | What natural talents or skills made your approach effective? Name them — this is the layer that makes your story yours. | What strengths did you lean on? What does this say about how you work? |
Connectedness and Arranger: I saw how the pieces fit together and built a system where there was none. |
| The CARS framework is adapted from the CARL Framework of Reflection. | |||
Your CARS notes do more than support your annual review:
- Annual Review - Use CARS notes to populate your self-assessment. No scrambling to remember what you did in March.
- Behavioral Interviews - Your CARS entries are ready-made answers to “Tell me about a time when…” questions.
- Cover Letters - The Results + Strengths rows give you the specific, quantified language that makes applications stand out.