Service Desk Institute^® The Leading Authority in IT Service & Support

Our Goals

Eight goals that shape how we grow, serve and show up — for our customers, our community, and each other.

Year

2026

Eight goals for 2026

The Leading Authority in IT Service & Support

1

Goal 01 · Authority

Strengthen SDI®'s position as the leading "Authority" in IT Service and Support

🏛 AUTHORITY

2

Goal 02 · Influence

Be a Thought Leader

💡 Influence

3

Goal 03 · Customer

Enhance Customer Success Creating Value and Exceptional Digital & Human Experiences

🤝 Customer

4

Goal 04 · Product

Customer-Oriented Product Development

🚀 Product

5

Goal 05 · Community

Increase Community Engagement

🌍 Community

6

Goal 06 · Data

Grow and Improve the Quality of Our Data

📊 Data

7

Goal 07 · Revenue

Exceed Revenue & Gross Profit Targets

💰 Revenue

8

Goal 08 · People First

Be Brilliant Together

⭐ People

Revenue

£2,503,011

2026 target

Q1

£869,219

Q2

£544,928

Q3

£480,647

Q4

£608,217

Gross Profit before MARKETING

£1,655,410

2026 target

Q1

£460,750

Q2

£407,667

Q3

£344,954

Q4

£442,039

Inspiring service desks to be brilliant

Service Desk Institute®

How to use this review

One file passes between three people. Follow these six steps in order.

Golden rule: Everything lives inside the HTML file. Every time someone clicks ⬇ Export & Share, all data is baked into the downloaded file. Nothing is stored on a server. The file is the record.

1

Manager

📋 Manager sets up the file

Open in Chrome. On the Overview page, fill in the employee's name, job title, and date. Click ⬇ Export & Share to download the prepared file.

2

Manager → Employee

📨 Send to the employee

Email or Teams the SDI_121_Review_Name.html file. No account needed — they just open it in Chrome.

3

Employee

✏️ Employee completes their sections

Opens the file in Chrome and completes the blue Employee fields and emoji buttons. Clicks ⬇ Export & Share and sends back.

4

Manager

👔 Manager completes their sections

Open the returned file — employee responses are already inside. Add Manager notes, star ratings, and complete the KPI section.

5

Manager & Employee

📊 Review the summary together

Click View summary → in the sidebar for wellbeing indicators, section ratings, comparison, agreed actions and manager reflection.

6

Manager

💾 Save the final record

Click ⬇ Export & Share one final time. Rename with the date e.g. SDI_121_Review_Jane_June2026.html.

1-2-1 Review

8 sections · work through each in order · rate as you go

🌱

Section 1

Check-in & Wellbeing

The human opener — no agenda. A chance to understand how the employee is really…

★★★★★

⭐

Section 2

Reflection & Achievements

Strengths before strategy. Recognising what someone has done well builds confide…

★★★★★

💼

Section 3

Role Clarity & Day-to-Day

People do their best work when they know what's expected. This section establish…

★★★★★

🎯

Section 4

Goals, Strategy & Belonging

With role clarity established, we connect to the bigger picture. This section ex…

★★★★★

🚀

Section 5

Growth & Development

Investing in people's growth is one of the most powerful ways to retain talent.…

★★★★★

💬

Section 6

Relationships & Communication

Strong communication underpins everything. This section is deliberately two-way…

★★★★★

🏗️

Section 7

Resource & Future Planning

The people doing the work every day have the clearest view of where the gaps are…

★★★★★

📣

Section 8

Feedback & Close

The employee's open floor — a space to raise anything that hasn't come up elsewh…

★★★★★

Question	Employee Response Employee	Manager Response (Manager — during or after)	Chair Note Chair
How are you doing?	Employee Agree 1–5—	Manager	Chair note
How would you rate your work-life balance?	Employee Agree 1–5—	Manager	Chair note
Have you been working beyond your contracted hours recently? If yes, note roughly how many hours a week.	Employee Agree 1–5—	Manager	Chair note
Does your work feel meaningful to you right now?	Employee Agree 1–5—	Manager	Chair note

⭐ Reflection & Achievements

Section 2 of 8

EVPStrengths before strategy. Recognising what someone has done well builds confidence and creates a positive foundation before any evaluative conversation. This is also where EVP behaviours are explored.

Commit to our brand & valuesValue each otherBe proactive and forward thinkingSupport & inspire each otherCareHave respectBe trustingBe professionalContribute to a positive cultureBe open and honest

📋 Alignment to SDI Standard V9.0 This section reflects the following SDI Professional Standard competencies

SDA 1.3.5–1.3.7Service Desk values — beliefs & behaviours1.5.1Personal accountability1.6.2–1.6.3Service attitude & its impact1.7.3SDA role in an effective team

SDC 3.6Personal Performance Reviews6.3Employee Happiness

The SDI® Standard defines values as active guides to behaviour and decision-making — not aspirational statements. Holding ourselves to the same expectation means our values should be visible in how we actually work together, not just how we describe ourselves. This conversation is where we test that honestly.

Question	Employee Response Employee	Manager Response (Manager — during or after)	Chair Note Chair
What's one thing you're proud of since we last met?	Employee Agree 1–5—	Manager	Chair note
When did you last feel genuinely recognised for your work — and by whom?	Employee Agree 1–5—	Manager	Chair note
How have you lived EVP since we last met?	Employee Agree 1–5—	Manager	Chair note
Can you give a specific example of one of those EVP values in action?	Employee Agree 1–5—	Manager	Chair note
Is there anything you wanted to raise last time but held back from saying?	Employee Agree 1–5—	Manager	Chair note

Employee How are you feeling about this section?

😊 Happiness

How energised do you feel about your work?

—

Track trend over time

⚡ Energy

How stretched are you feeling day-to-day?

—

Watch if consistently < 3

💼 Role Clarity & Day-to-Day

Section 3 of 8

People do their best work when they know what's expected. This section establishes role clarity before any goal discussion — there's no point talking about where we're going if someone is unclear about where they stand today.

📋 Alignment to SDI Standard V9.0 This section reflects the following SDI Professional Standard competencies

SDA 1.2.1Role of the Service Desk Analyst1.2.2Responsibilities of the SDA1.4.1Purpose of organisational policies3.1.1Performance expectations clarity

SDC 3.1Role Profiles6.10Workload Management

The SDI® Standard identifies performance expectations clarity as a key factor in employee experience. Clarity of role and responsibility should never be assumed — checking in on this regularly reflects the standard we set for others and applies it equally to ourselves.

Question	Employee Response Employee	Manager Response (Manager — during or after)	Chair Note Chair
Do you feel clear on what's expected of you in your role?	Employee Agree 1–5—	Manager	Chair note
Has anything about your responsibilities changed since our last review?	Employee Agree 1–5—	Manager	Chair note
What part of your role energises you most?	Employee Agree 1–5—	Manager	Chair note
Is there anything in your day-to-day that feels harder than it should be?	Employee Agree 1–5—	Manager	Chair note
What would make the feedback you receive on your performance even more valuable?	Employee Agree 1–5—	Manager	Chair note

Employee How are you feeling about this section?

😊 Happiness

How satisfied are you with your role right now?

—

Track trend over time

⚡ Energy

Does your workload feel appropriate for your role and responsibilities?

—

Watch if consistently < 3

Question	Employee Response Employee	Manager Response (Manager — during or after)	Chair Note Chair
Are there any goals that feel out of reach right now?	Employee Agree 1–5—	Manager	Chair note
What would need to change to make them achievable?	Employee Agree 1–5—	Manager	Chair note
Do you feel like what you do here makes a difference?	Employee Agree 1–5—	Manager	Chair note
Do you feel your opinion genuinely influences decisions here?	Employee Agree 1–5—	Manager	Chair note

🚀 Growth & Development

Section 5 of 8

Investing in people's growth is one of the most powerful ways to retain talent. This section covers career ambitions, learning needs, and readiness for the future — including how the employee feels about new technology and the evolving nature of their role.

📋 Alignment to SDI Standard V9.0 This section reflects the following SDI Professional Standard competencies

SDA 3.1.1Personal & career development3.1.3Benefits of wellbeing — engagement7.1.4–7.1.5AI in ITSM — analyst readiness1.7.4Collaboration & skills development

SDC 3.5Career Development Programme6.1Personal Development6.6Career Development Opportunities

The SDI® Standard names personal and career development as core components of a positive employee experience. Investing in people's growth with genuine intent — not just as a process — is how that commitment becomes real and consistent.

Question	Employee Response Employee	Manager Response (Manager — during or after)	Chair Note Chair
Where would you like to be in your career in the next 6–12 months?	Employee Agree 1–5—	Manager	Chair note
What does the organisation need to do to help you get there?	Employee Agree 1–5—	Manager	Chair note
Is there something you've been keen to try but haven't had the chance to yet?	Employee Agree 1–5—	Manager	Chair note
How confident do you feel about working with new technology and AI tools?	Employee Agree 1–5—	Manager	Chair note

Employee How are you feeling about this section?

😊 Happiness

How excited do you feel about your growth here?

—

Track trend over time

⚡ Energy

Do you have capacity to focus on your development?

—

Watch if consistently < 3

💬 Relationships & Communication

Section 6 of 8

Strong communication underpins everything. This section is deliberately two-way — it asks the employee how they experience communication, and invites the manager to reflect on what they could do better. That mutuality builds trust.

📋 Alignment to SDI Standard V9.0 This section reflects the following SDI Professional Standard competencies

SDA 2.1.1–2.1.3Communication — methods & barriers2.3.1–2.3.3Active listening & paraphrasing1.7.1–1.7.2Teamwork & responsibilities1.8.1–1.8.2Relationship management

SDC 3.12Communication Personalisation3.14Promoting Teamwork

The SDI® Standard places communication and active listening among its highest-weighted principles — and defines them as shared responsibilities, not one-sided skills. Making this section two-way, including asking what the manager could do better, is a direct reflection of that.

Question	Employee Response Employee	Manager Response (Manager — during or after)	Chair Note Chair
How well do you feel we communicate with each other?	Employee Agree 1–5—	Manager	Chair note
Is there anything you'd like more or less of from me?	Employee Agree 1–5—	Manager	Chair note
Do you feel you receive enough feedback on your performance?	Employee Agree 1–5—	Manager	Chair note
How useful is the feedback you receive on your performance?	Employee Agree 1–5—	Manager	Chair note

Employee How are you feeling about this section?

😊 Happiness

How positive do you feel about your working relationships?

—

Track trend over time

⚡ Energy

Does the way the team works together make your day easier or harder?

—

Watch if consistently < 3

🏗️ Resource & Future Planning

Section 7 of 8

The people doing the work every day have the clearest view of where the gaps are. This section invites the employee to think strategically — providing ground-level insight that directly informs hiring decisions and how the organisation plans ahead.

📋 Alignment to SDI Standard V9.0 This section reflects the following SDI Professional Standard competencies

SDA 3.1.1Workload management & employee autonomy3.4.5–3.4.6Responsibility to manage stress4.15.3Service Desk contribution to continual improvement

SDC 6.4Employee Engagement6.5Voice of the Employee6.11Employee Autonomy & Empowerment

The SDI® Standard identifies workload management and the shared responsibility to address unsustainable pressure as explicit parts of a healthy employee experience. It also recognises that the people closest to the work are the best source of improvement insight — treating every team member as a strategic voice, not just a resource.

Question	Employee Response Employee	Manager Response (Manager — during or after)	Chair Note Chair
If you could make one hire for the company, what role would have the biggest impact?	Employee Agree 1–5—	Manager	Chair note
Looking 12 months ahead, how do you see your role evolving?	Employee Agree 1–5—	Manager	Chair note
What's the one thing that wastes the most time in your week?	Employee Agree 1–5—	Manager	Chair note

Employee How are you feeling about this section?

😊 Happiness

How optimistic do you feel about future resourcing?

—

Track trend over time

⚡ Energy

Does current resourcing feel sustainable for you?

—

Watch if consistently < 3

📣 Feedback & Close

Section 8 of 8

The employee's open floor — a space to raise anything that hasn't come up elsewhere, share suggestions, or flag things that need to go further. Ending the review here signals that their voice genuinely matters, and that this is a conversation, not an appraisal.

📋 Alignment to SDI Standard V9.0 This section reflects the following SDI Professional Standard competencies

SDA 3.3.1Challenger Safety — open dialogue4.15.3Continual improvement through feedback1.1.2Service Desk activities — manage feedback & improvement

SDC 6.5Voice of the Employee6.12Challenger Safety

The SDI® Standard defines Challenger Safety and continual improvement through feedback as foundational principles — not aspirational ones. Closing every review with an open floor demonstrates those principles in practice, signalling that feedback flows upward and that every person in this team is a contributor to how we improve.

Question	Employee Response Employee	Manager Response (Manager — during or after)	Chair Note Chair
Are there any escalations you would like to make to the Chair?	Employee Agree 1–5—	Manager	Chair note
Is there anything you've wanted to say today but haven't felt comfortable raising?	Employee Agree 1–5—	Manager	Chair note
Is there any feedback you'd like to share — about the team, the business, our culture, or anything else?	Employee Agree 1–5—	Manager	Chair note
Is there anything you'd like me to raise with senior leadership on your behalf?	Employee Agree 1–5—	Manager	Chair note
What's one thing that would make our working relationship even better going forward?	Employee Agree 1–5—	Manager	Chair note

Employee How are you feeling about this section?

😊 Happiness

How comfortable do you feel wrapping up this review?

—

Track trend over time

⚡ Energy

How has your energy been throughout today?

—

Watch if consistently < 3

Review summary

Employee Name · Job Title · Date

Overall manager rating

0/8

Sections rated

—

😊 Happiness

—

⚡ Energy

Comparison with last review

😊 Happiness

Last review

—→—

⚡ Energy

Last review

—→—

Emoji selections shown for this review. Previous review comparison available via section rating stars above.

Section ratings & notes

Section	Last review	This review	Change	Notes

Wellbeing indicators — averaged across sections

💚 Wellbeing Index — Section 1

📈 Overall Rating Trend

🎯

Manager commitment

What the manager committed to do before the next review

No commitment recorded yet.

Agreed actions

#	Action	Source	Owner	Target date

🛡 Manager reflection — psychological safety checklist

Complete this after the review, not during it. These prompts help you notice patterns that questions alone cannot capture. Psychological safety cannot be directly measured — but it can be inferred from how the conversation felt.

⭐ Self-assessment — conversation quality

Sign-off

Sign-off is confirmed by email. Enter the email addresses below and note the date the review was agreed.

Employee

Manager

Chair

Date agreed:

Next review date:

Service Desk Institute®

5 Key Performance Indicators

Section 5 of 9

Generic KPIs for this review period — update targets and actuals, set RAG status, and add commentary.

📊 Goal 07 — Exceed Revenue & Gross Profit Targets · 2026

Revenue · 2026 Target

£2,503,011

Q1

£869,219

·

Q2

£544,928

·

Q3

£480,647

·

Q4

£608,217

·

Gross Profit before Marketing · 2026 Target

£1,655,410

Q1

£460,750

·

Q2

£407,667

·

Q3

£344,954

·

Q4

£442,039

·

Complete Target and Actual for each metric, then set the RAG status. Use the commentary field for context or agreed actions.

Revenue

Total income against plan for the review period. Include recurring and one-off revenue where relevant.

Target

Actual

RAG

Gross Margin %

Gross profit as a percentage of revenue. Flag any deviation from budgeted margin and note key drivers.

Target

Actual

RAG

EBITDA

Earnings before interest, tax, depreciation and amortisation. Key indicator of operational performance.

Target

Actual

RAG

Cash Flow

Net cash position vs forecast. Note any timing issues, deferred revenue or working capital concerns.

Target

Actual

RAG

Revenue Forecast vs Actual Variance

Variance between forecast and actual. Highlight if consistently over or under and any corrective actions.

Target

Actual

RAG

Opex vs Budget

Operating expenditure against budget. Note any material overspends, underspends or reforecast items.

Target

Actual

RAG

Debtor Days

Average days outstanding on accounts receivable. Flag any aged debt or collection concerns.

Target

Actual

RAG

Headcount & People Costs

Actual headcount and total people cost vs plan. Include any upcoming changes or vacancies.

Target

Actual

RAG

Overall commentary

Employee How are you feeling about this section?

Manager rating — your overall assessment of this area based on the conversation. ★ 1 Needs attention · ★★ 2 Below expectations · ★★★ 3 Meeting expectations · ★★★★ 4 Exceeding · ★★★★★ 5 Outstanding. Rate what you heard in the conversation, not just what was written.

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1-2-1 Review

🌱 Check-in & Wellbeing

⭐ Reflection & Achievements

💼 Role Clarity & Day-to-Day

🎯 Goals, Strategy & Belonging

🚀 Growth & Development

💬 Relationships & Communication

🏗️ Resource & Future Planning

📣 Feedback & Close

Review summary

Comparison with last review

Section ratings & notes

Wellbeing indicators — averaged across sections

Agreed actions

🛡 Manager reflection — psychological safety checklist

Sign-off

📊 Goal 07 — Exceed Revenue & Gross Profit Targets · 2026

1-2-1 Reviews