Lattice Frequently Asked Questions

In the majority of cases, senior leaders should offer skip-level meetings on a quarterly or semi-annual basis. This is usually enough to build patterns and maintain trust without becoming overwhelming for both parties. But during times of organizational change, more frequent meetings can help maintain trust and minimize stress.

Team-level SMART goals should be reviewed at least once a month with the team, Berg said. At the individual level, managers should use regular one-on-ones to review performance and course-correct so SMART goals stay on track, she added.

Ideally, you should aim to conduct your OKR planning and update your OKRs at the end of each quarter, to take account of progress and shifting priorities. However, with a tool like Lattice OKRs & Goals, you can review your progress more regularly — monthly, biweekly, or weekly — to keep your OKRs on track.

Most organizations set OKRs on a quarterly basis, while running regular check-ins as part of normal performance management processes, like one-on-ones or weekly team meetings. This keeps the organization’s goals visible and teams accountable, while allowing for course correction before priorities get too off-track.

At minimum, plans should be reviewed annually. However, any significant organizational change — such as a restructuring, acquisition, or major departure — should trigger a review.

Regular one-on-ones work best to drive progress and engagement. Frequency varies, but most teams opt for a weekly, biweekly, or monthly cadence. This will help you check in on issues, keep feedback flowing, and maintain a supportive relationship.

Weekly check-ins are the most common cadence, especially for 30- or 60-day plans where the window for improvement is short. Bi-weekly check-ins may be appropriate for longer plans where progress is expected to unfold more gradually. Whatever cadence you choose, stick to it. Inconsistent check-ins signal to the employee that the process wasn't being taken seriously.

How often you should re-evaluate your HR tech stack varies depending on factors like the size of your organization, how quickly you’re growing, shifting business priorities, and evolving processes. In general, you should aim to re-evaluate your HR tech stack every year at a minimum.

Experts generally recommend that 360 feedback reviews occur annually or every other year. Sansom cautioned against running full-scale 360 reviews too frequently. “It’s going to take six to 12 months for anybody to see any sort of changes that would get reflected in a 360,” she noted. But, Sansom added, pulse surveys that home in on a couple of competencies each quarter or every six months allow organizations to track how the individual is progressing while reducing survey fatigue.

You’ll receive at least one formal review annually. Some teams may also hold mid-year or quarterly check-ins to provide additional feedback.

Immediately. Because Lattice AI Agent is grounded in the people data already in Lattice, teams can start getting value as soon as it is enabled. The Agent uses skills like summarization, coaching, analysis, note-taking, and composition to help HR, managers, and employees turn existing signals across performance, engagement, goals, growth, and 1:1s into clearer context, guidance, and action.

Once approved, advances are usually paid via direct deposit within 3 business days.

Lattice includes role-based permissions and collaborator settings to ensure sensitive succession data is only accessible to approved stakeholders. This helps HR maintain compliance and protect confidential information.

AI may be ubiquitous across HR software — but that doesn’t necessarily mean it'll be innately useful for everything. The most important thing is to assess whether it will meaningfully improve the processes or business challenges you’re trying to solve, and how reliable its outputs are. You’re looking for something that genuinely improves and embeds in the way you work, not an add-on.

Many HR processes involve a lot of co-dependencies across the organization — including finance, IT, and operations. Involving these stakeholders early in the evaluation process and demo calls will help you understand their current challenges, make informed decisions, and keep everyone aligned on what you’re looking for from the get-go.

With openness. Don’t make excuses to explain the gap away. Variation between teams can itself be a meaningful finding. Look for contributing factors: differences in manager tenure, team size, role type, or recent organizational changes. It can also be an opportunity for peer learning. Following up with high-scoring teams can present an opportunity to turn a difficult conversation with low-scoring teams into a productive, growth-focused one.

Lattice recommends using Employee Health as one input in a broader people strategy. Pair it with what you know from conversations, engagement surveys, and team dynamics. The model is there to provide an additional input to aid—not to replace—human judgment.

First-time managers should start by reviewing each employee’s recent work, goals, and any feedback from previous managers. Using a one-on-one agenda template can provide a useful framework for initial conversations, but this can then be tailored to each employee’s preferences.

Regular, structured one-to-ones are essential for maintaining visibility in distributed teams. Digital tools like Lattice ensure that everyone can access synced action items from their location, and shared goal tracking helps record accomplishments between appraisal meetings. Asynchronous updates, paired with live check-ins, also help keep feedback consistent and comprehensive, preventing important work from being overlooked.

The HR team will notify you if your referred candidate is hired and qualifies for the referral bonus.

While specific disciplinary actions are confidential, the People team will follow up to let you know that your concern was reviewed and that appropriate action has been taken.

Please let your recruiter know right away. While our standard policy is reimbursement after travel, we will make reasonable accommodations when needed, including providing pre-paid travel if appropriate.

Yes, assuming they haven’t worked at the company within the last 12 months and meet the eligibility for referral bonuses under the Employee Referral Program.

Possibly. If a legal body determines that your resignation meets the criteria for constructive dismissal, you may be entitled to severance or compensation — similar to a termination. This is determined on a case-by-case basis.

Yes. Local candidates may be reimbursed for public transportation, rideshare services, parking, or mileage if they commute more than 25 miles roundtrip.

Yes! We'll add Fractional HR People Leaders to this program through multiple cohorts each year. We encourage all interested individuals to apply so that you can be added to the waiting list for a future cohort.

Lattice bills in United States Dollars (USD) only. This applies across all products and services.

It depends on your role and level. In most cases, participation in 360 feedback is encouraged and may be required as part of your development or review cycle.

No — while accessibility is critical for individuals with disabilities, inclusive design often benefits everyone. For example, captions on videos help non-native speakers, and ergonomic tools support all employees.

Yes, [Company Name] offers anonymous reporting through [system, hotline, or email]. We encourage open communication, but understand that anonymity can help some employees feel more comfortable coming forward.

They’re similar. A furlough may imply reduced hours or unpaid leave, while a temporary layoff typically means no work is assigned and the employee is off payroll during the period.

No — it can also include emotional or psychological conditions that make it unreasonable to stay, such as repeated harassment, exclusion, or ongoing stress due to managerial misconduct.