HSBC’s EPD conversations Toolkit

We’ve developed a number of guides and worksheets to help make EPD conversations successful. They
align to the three phases of EPD conversations – Expectations, Feedback, and Development. The
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
 Leading@HSBC

Role Modeling EPD conversations

Expectations Discussion Guide

For Employees

Directions for using this guide:

These discussion guides are intended to help provide a format and talking
points for employees and people
managers during EPD conversations conversations. The guides are organized
by the three steps of EPD conversations: Expectations, Feedback and
Development and provide
suggestions for how to have an effective discussion. They are not intended to be a script, but to provide guidelines to prepare
employees and people managers before, during and after the EPD conversations conversation.

Best practices for EPD conversations

The purpose of EPD conversations is to make sure employees' expectations are clear, share feedback, and discuss development
needs to enhance their performance. The flow of EPD conversations 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 differently to better support the employee.
3. Development: Then, when employees know how they are performing, they can plan actionable goals in terms of learning,
career and experience.

When should EPD conversationss happen?

Managers should set up a regular cadence of EPD conversationss for all employees that fits the needs of their team, but the
following guidelines are recommended:
• EPD conversationss should be scheduled at least once a quarter and typically, are 60-90 minutes long.
• Expectations should be set in a EPD conversations at the beginning of Q1 to clarify objectives for the year ahead.
• Feedback can be provided throughout the year, not only in EPD conversationss.
• Development-focused EPD conversationss 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

Guidelines:
• Taketime to do this well: Clearexpectations are key to an effective relationship with your manager.
• Use the expectations worksheet to start mapping out yourgoals.
• Come to the meeting prepared to review a draft ofyour SMART goals.
• Remember: Expectations must be tangible and measurable, not justaspirational.
• Ask a lot ofquestions.

• “Over the next period of time (e.g. sprint, quarter), what are the critical priorities that we must
accomplish?”
1.Context • Check your understanding of the business context: “How does our team support HSBC? What are
your big bets for the nextyear?”
• “What key deliverables should Iaim for this year?”

Review your expectations worksheet with your manager and complete your goalstogether:
• “Do you think these goals are stretching enough for me? Am Ibeingunrealistic?”
2.SMART • “How will Ibe measured on these?”
• “Are these properly aligned to the business goals? If not, how can Iensure that theyare?”

Have specific tasks tied to the expectations. Not just what will be achieved, but HOW.
• “From your experience, what obstacles should Ianticipate?”
3.Obstacles • “Who else should Iconnect with to help achieve theseexpectations?”
• “What other resources do you think Iwill need?”

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

4.Review • Confirm your immediate next steps, (e.g.,finalize SMARTgoals).

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

Follow-Through:
• Finalize your expectations and share with yourmanager.
• Before your next EPD conversations, reflect on progress made. What has been harder/easier than youthought?
• Regularly ask for businesscontext.
• Regularly ask for informal feedback, not only inyour EPD conversations meetings.
 Leading@HSBC
Role ModelingEPDconversations

Expectations DiscussionGuide
For PeopleManagers

Directionsfor using thisguide:

These discussion guides are intended to help provide a format and
talking points for employees and people
managers during EPD conversations. The guides are organized by the three
steps of EPD conversations:
Expectations, Feedback and Development and provide
suggestions for how to have an effective discussion. They are not intended to be a script, but to provide guidelines to prepare
employees and people managers before, during and after the EPD conversations conversation.

Best practices for EPD conversations

The purpose of EPD conversations is to make sure employees' expectations are clear, share feedback, and discuss
development needs to enhance their performance. The flow of EPD conversations 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 differently to better support the employee.
3. Development: Then, when employees know how they are performing, they can plan actionable goals in terms of
learning, career and experience.

When should EPD conversations happen?

Managers should set up a regular cadence of EPD conversations for all employees that fits the needs of their team, but the
following guidelines are recommended:
• EPD conversations should be scheduled at least once a quarter and typically, are 60-90 minutes long.
• Expectations should be set in a EPD conversations at the beginning of Q1 to clarify objectives for the year ahead.
• Feedback can be provided throughout the year, not only in EPD conversations.
• Development-focused EPD conversations 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

Guidelines:
• Taketime to do this well: Clearexpectations are key to an effective relationship with your team.
• As a manager, you will drive the expectation settingprocess.
• Check you have clarity of your own expectations before having thisconversation.
• Remember: Expectations must be tangible and measurable, not justaspirational.

• Explain how the team fits into the business unit and the broader business.
• Confirm the overarching goals for HSBC thisyear.
1.Context
• Be transparent and explain what is expected of you as a manager of this team. Explain your big bets
for the nextyear.

Check that the goals the employee has drafted are SMART and complete themtogether:
• "What willsuccess look like for this goal?”
• “How will these goals stretchyou?”
2.SMART • “What specific outcomes will theseproduce?”
• “Is this timeframerealistic?”
• “How do these goals align with the business/teamgoals?"

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

3.Obstacles • “What obstacles could get in the way of thesegoals?”

• “How will you plan to overcome these? How canIhelp?”

• “When and how shall we EPD conversations to reviewprogress?”

• Explain that expectations mayneed to evolve if the broader business goals change.
4.Review
• 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.

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 orquarter.
• Set up recurring calendar invites for EPD conversations. Avoid cancelling or reschedulingthese.
• Regularly update all employees with businesscontext/changes/risks.
• Use expectations to monitor employee’s progress and achievements throughout theyear.
 Expectations Worksheet

What areexpectations?
Setting expectations is the first of three steps in HSBC’s EPD conversations process: You and your manager agree upon
key deliverables, behaviors and results for the fiscalyear.
Employees are required to set goals based on these expectations. Goals define the specific steps employees will take to
meet theexpectations.
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 theiremployees
2. Employees draft SMART goals to fulfill businessexpectations
3. Employees review and refine goals with theirmanager
4. Managers and employees ask for and give frequent feedback on performance against expectations
5. Managers and employees revisit and revise your expectations in EPD conversationss throughout theyear
 SMART is an acronym that can help you and your manager identify the associated goals and success criteria for each of your
manager’sexpectation.

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 tangibleresults
TIME-BOUND: A due date gives focus and sense of urgency to the work

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 ofthis document.

EXPECTATION:

GOAL 1: DEFINESUCCESS: DUE DATES:

GOAL 2:

GOAL 3:

EXPECTATION:

GOAL1: DEFINESUCCESS: DUEDATES:

GOAL2:

GOAL3:

EXPECTATION:

GOAL1: DEFINESUCCESS: DUEDATES:

GOAL2:

GOAL3:
 Leading@HSBC
Role ModelingEPDconversations

Feedback DiscussionGuide
ForEmployees

Directions for using this guide:

These discussion guides are intended to help provide a format
and talking points for employees and people
managers during EPD conversationss. The guides are organized by
the three steps of EPD conversations:
Expectations, Feedback and Development and provide
suggestions for how to have an effective discussion. They are not intended to be a script, but to provide guidelines to
prepare employees and people managers before, during and after the EPD conversations conversation.

Best practices for EPD conversations

The purpose of EPD conversations is to make sure employees' expectations are clear, share feedback, and discuss
development needs to enhance their performance. The flow of EPD conversations 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 differently to better support the employee.
3. Development: Then, when employees know how they are performing, they can plan actionable goals in terms
of learning, career and experience.

When should EPD conversationss happen?

Managers should set up a regular cadence of EPD conversationss for all employees that fits the needs of their team,
but the following guidelines are recommended:
• EPD conversationss should be scheduled at least once a quarter and
• Expectations should be set in a EPD conversations at the beginning of Q1 to clarify objectives for the year ahead.
• Feedback can be provided throughout the year, not only in EPD conversationss.
• Development-focused EPD conversationss 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

Guidelines:
• As an employee, you will be part of a two-way feedbackconversation.
• Provide timely, specific, balanced feedback.
• Don’t give feedback when you areangry.
• Ask lots of questions to ensure you are clear about the feedbackyou’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.

• “What do Ido well that makes me effective? Why is thatimpactful?”

• “Are there any areas of performance concern that Ineed to be aware of?” Ask for specific examples.
1.Specifics
• When providing feedback, state the specific facts that you know: “Ihave observed that youdo/say
__________and it impacts me in this way___________.”

• Pause and take time to respond to thefeedback.

• Ask for suggestions:
2.Ask • “What should Istop, start, continue todo?”
• “What is one thing, looking forward, Icould change or do more of that wouldmake me
more effective?”

• When receiving feedback, consider the impact of your behavior on the situation/team. Do you need
to take further action to change thatimpact?
3.Impact • When providing feedback, describe the impact you observed on other people, both positive and
negative.

Collaboratively agree on what needs to continue orchange:

• What will you do differently inthe future?
4.Do • What help/support would you like from your manager or others to help you stay on track?
• Saythank you for the feedback.

Follow-Through:
• Put agreed-upon changes into action.
• Before your next EPD conversations, consider what feedback you would like toprovide.
• Regularly ask for business context, changes, andrisks.
• Regularly ask for informal feedback, not only inyour EPD conversations conversations.
 Leading@HSBC
Role ModelingEPDconversations

Feedback DiscussionGuide
For PeopleManagers

Directions for using this guide:

These discussion guides are intended to help provide a format and talking
points for employees and people
managers during EPD conversationss. The guides are organized by the three
steps of EPD conversations:
Expectations, Feedback and Development and provide
suggestions for how to have an effective discussion. They are not intended to be a script, but to provide guidelines to prepare
employees and people managers before, during and after the EPD conversations conversation.

Best practices for EPD conversations

The purpose of EPD conversations is to make sure employees' expectations are clear, share feedback, and discuss development
needs to enhance their performance. The flow of EPD conversations 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 differently to better support the employee.
3. Development: Then, when employees know how they are performing, they can plan actionable goals in terms of learning,
career and experience.

When should EPD conversationss happen?

Managers should set up a regular cadence of EPD conversationss for all employees that fits the needs of their team, but the
following guidelines are recommended:
• EPD conversationss should be scheduled at least once a quarter and typically, are 60-90 minutes long
• Expectations should be set in a EPD conversations at the beginning of Q1 to clarify objectives for the year ahead.
• Feedback can be provided throughout the year, not only in EPD conversationss.
• Development-focused EPD conversationss 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

Guidelines:
• As a manager, you will be part of a two-way feedbackconversation.
• Provide timely, specific, balanced feedback.
• Show genuine appreciation for your team members and the value they bring tothe team.
• Motivated employees want to know how they’re doing, tellthem!
• Don’t give feedback when you areangry.
• Remember: Constructive, critical feedback is often the most helpful to people. Don’t avoid the tough conversations and be
open to hearing difficult feedback.

Provide specific feedback based on yourobservations:

• “X is something you do veryeffectively."
1.Specifics • “Ireally appreciate your contributions to (project/team/BU) by doingX.”
• “Looking forward, if you could change or do more of Xit would make you more effective."

• PAUSE and ask for the other person’sreaction.

• Ask open-ended questions to understand theirperspective:
2.Ask • “If you could do it again, what would you dodifferently?”
• ”How did you feel following thatsituation?”

• When receiving feedback, consider the impact of your behavior on the situation/team. Do you need
to take further action to change thatimpact?
3.Impact • When providing feedback, describe the impact you observed on other people, both positive and
negative.

State or collaboratively agree on what needs to continue orchange:

• “Can Imake asuggestion?”...
4.Do • “What help/support would you like from meto help you stayon track?”
• “What feedback do you have for me?” – remember to say thank you for feedbackreceived.

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 awaythat is meaningful for each of them.
• Remind your team that you are open to hearing theirfeedback.
 Leading@HSBC
Role ModelingEPDconversations

Development DiscussionGuide
ForEmployees

Directions for using this guide:

These discussion guides are intended to help provide a format and talking
points for employees and people
managers during EPD conversationss. The guides are organized by the three
steps of EPD conversations:
Expectations, Feedback and Development and provide
suggestions for how to have an effective discussion. They are not intended to be a script, but to provide guidelines to prepare
employees and people managers before, during and after the EPD conversations conversation.

Best practices for EPD conversations

The purpose of EPD conversations is to make sure employees' expectations are clear, share feedback, and discuss development
needs to enhance their performance. The flow of EPD conversations 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 differently to better support the employee.
3. Development: Then, when employees know how they are performing, they can plan actionable goals in terms of learning,
career and experience.

When should EPD conversationss happen?

Managers should set up a regular cadence of EPD conversationss for all employees that fits the needs of their team, but the
following guidelines are recommended:
• EPD conversationss should be scheduled at least once a quarter and typically, are 60-90 minutes long.
• Expectations should be set in a EPD conversations at the beginning of Q1 to clarify objectives for the year ahead.
• Feedback can be provided throughout the year, not only in EPD conversationss.
• Development-focused EPD conversationss 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 forEmployees

Guidelines:
• Expectations and Feedback EPD conversationss must happen before a developmentconversation.
• Reflect on interests and aspirations (use Individual DevelopmentPlan).
• Schedule meeting with your manager. You willlikely have a series of meetings, not just one.
• Come to the meeting with some clear ideas todiscuss.
• Remember this is a journey: don’t move straight toaction.

1.Current • Explain what you find most and least satisfying about your current role andwhy.

State • Discuss other things you really enjoy doing andwhy.

• Explain what you believe your strengths and development areasare.

2.Strengths • “Does this align with your perspective? Is there something I’mmissing?”

• Explain your short-term (up to 12 months) and long-term (2-5 years) career aspirations.
3.Aspirations • “What do you think could be a logical career step forme at HSBC?”
• “How well do you think my aspirations linkto HSBC’s goals?”

• “I’ve identified some experiences, coaching or learning to help me develop. What do you think
is missing?”
4.Plan • Discuss the potential results/business impact of theseactivities.
• “How did you develop your owncareer?”

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

5.Action • Agree upon a realistic timeframe and how to track progress againstactions.
• Consider potential obstacles and how you willovercome them.

Follow-Through:
• Employee completes Individual Development Plan(IDP).
• Schedule a follow-up meeting with manager to reviewprogress.
• Ideally, you should review development plans every 3-6 months as part ofEPD conversations.
• Explore online resources and internal opportunities (roles, transfers, projects,etc.).
• Before your next development EPD conversations with your manager, reflect on the progress you'vemade.
Leading@HSBC
Role ModelingEPDconversations

Development DiscussionGuide
For PeopleManagers

Directions for using this guide:

These discussion guides are intended to help provide a format and
talking points for employees and people
managers during EPD conversationss. The guides are organized by the
three steps of EPD conversations:
Expectations, Feedback and Development and provide
suggestions for how to have an effective discussion. They are not intended to be a script, but to provide guidelines to
prepare employees and people managers before, during and after the EPD conversations conversation.

Best practices for EPD conversations

The purpose of EPD conversations is to make sure employees' expectations are clear, share feedback, and discuss
development needs to enhance their performance. The flow of EPD conversations 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 differently to better support the employee.
3. Development: Then, when employees know how they are performing, they can plan actionable goals in terms of
learning, career and experience.

When should EPD conversationss happen?

Managers should set up a regular cadence of EPD conversationss for all employees that fits the needs of their team, but
the following guidelines are recommended:
• EPD conversationss should be scheduled at least once a quarter and typically, are 60-90 minutes long.
• Expectations should be set in a EPD conversations at the beginning of Q1 to clarify objectives for the year
ahead.
• Feedback can be provided throughout the year, not only in EPD conversationss.
• Development-focused EPD conversationss 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 PeopleManagers

Guidelines:
• Expectations and Feedback EPD conversationss must happen before a developmentconversation.
• Encourage don’t direct.
• Support employees on their developmentjourney.
• Provide businesscontext.
• Listen 70%/Talk30%.
• Provide clarity, but don’t feel like you haveto haveall the answers.
• Remember this is a journey: don’t move straight toaction.

1.Current • “What parts of your current job do you find most satisfying andwhy?”

State • “What parts are less satisfying andwhy?”

• “What are your key skills andstrengths?”

2.Strengths • “What is a critical development area foryou?”
• “What business trends or skills do you need to learn more about to remainrelevant?”

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

• “Let’s look at how your aspirations linkto HSBC’s goals.”
3.Aspirations
• “Do you have a specific career move that you want to make?”
(Specialist to expert, buddy to boss, international moves,etc.)

• “What types of experiences, coaching, and/or learning do you need to fulfil youraspirations?”
4.Plan • “What will be the potentialresults/business impact of these activities?”
• “As your manager,how can Ihelp?”

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

5.Action • “What obstacles, if any, may get in theway?”

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

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 EPD conversations to reviewprogress.
• Ideally, you should review development plans every 3-6 months as part ofEPD conversations.
Individual Development Plan
(IDP)

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

Reflect on the questions below prior to your development discussion with your manager.

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 after development discussion withmanager

DEVELOPMENT SPECIFIC ACTIONS YOU WILL TAKE BUSINESS IMPACT/RESULTS COMPLETION

OPPORTUNITY DATE

Next Steps:
Best practices indicate that you should review development plans every 3-6 months as part of EPD
conversations.

Next Development Plan ReviewDate: