Many kinds of conversations occur in the workplace. Some are scheduled and structured; others are impromptu and casual. Much can be accomplished during these discussions, but perhaps the most productive of them all is the one-on-one meeting. In fact, one-on-one meetings between managers and employees are often the most impactful part of a workday and can significantly improve engagement.
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What is a one-on-one meeting?
One-on-one meetings or check-ins are conversations that help team leaders connect with their team members and assist them as needed. Topics of discussion typically include near-term assignments, long-term goals, achievements and areas for improvement. Check-ins also give managers and employees a chance to become better acquainted and share personal experiences.
What’s the purpose of a one-on-one with supervisors?
The purpose of one-on-one check-ins is to supplement or even replace annual performance reviews, which are not as effective as they once were. With today’s rapid pace of work, managers often struggle to remember what happened 12 months ago, and employees aren't able to act on the feedback received because it’s outdated.
Rather than reserving evaluations until the end of the year, managers can regularly meet with direct reports and share real-time, useful information about what’s working and what can be improved. This coaching method may help employees improve their performance and avoid long-term challenges.
The benefits of one-on-ones with managers
The Marcus Buckingham Company, an ADP Company, measured the impact of one-on-one meetings and found that engagement improved by 57% when team leaders checked in with team members frequently1. That increase often translates into employees who are more:
- Likely to feel they will be recognized for excellent work
- Confident in their career opportunities
- Aligned with their organization's future
- Likely to use their strengths
How to make employees feel comfortable in one-on-one meetings
Whether they’re highlighting a problem or suggesting an improvement, employees usually are more comfortable speaking up in a one-on-one with directors when they feel psychologically safe. Managers can build safety and trust in the workplace by sharing personal experiences, proactively prompting employees for feedback and staying positive.
Share personal experiences
Meaningful, one-on-one conversations about personal experiences can foster relatability, empathy and a sense of belonging. They also offer insight into how individuals experience the same workplace differently. Private information need not be shared, but talking about families, hobbies and other interests outside of work helps employers and managers see each other as whole human beings.
Proactively seek feedback
Employees may sometimes feel hesitant to provide supervisors with feedback. Employers can dissuade these feelings by encouraging team members to express their thoughts during one-on-one conversations. It may also help to have an open-door policy so employees know they are welcome to share ideas outside of regularly scheduled meetings.
Stay positive
Employers should remain positive even when employees criticize business processes. Responding defensively or criticizing an employee’s idea could deter the individual from speaking up in the future. Alternatively, employers can constructively explain why they may not adopt the proposal and turn the conversation into a learning opportunity for team members.
Best practices for successful one-on-one meetings
When conducted effectively, one-on-one meetings can help employers make more informed decisions about employee training needs, disciplinary actions and rewards. Best practices for realizing those results include the following:
Automate processes
Software solutions, like StandOut Powered by ADP, can automatically prompt employees to complete a brief survey each week. Questions typically cover what they like and dislike about work and whether they need additional help or resources to do their jobs effectively. The responses are sent directly to team leaders to help guide their weekly one-on-one meetings with team members.
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Ideally, one-on-one meetings should be held at a time and place that’s mutually convenient for supervisors and employees. Team leaders may also want to consider their team members’ workloads and schedule meetings after the completion of major projects.
Lead with the positive
A single negative comment can sometimes overshadow a largely constructive, one-on-one conversation. To avoid this situation, supervisors should start the meeting with positive feedback before addressing areas where the employee needs to improve.
Review goals or set new ones
One-on-one meetings should periodically assess employees’ progress towards goals and create new ones as milestones are reached. Involving team members in the goal-setting process helps them understand the importance of their roles and how they impact business initiatives.
Communicate expectations
New hires can benefit from one-on-one meetings that address workplace rules and procedures so they know what’s expected of them and what they can expect from the company. Revisiting these expectations during subsequent conversations may be necessary if the employees stray off course.
Motivate team members
During one-on-one meetings, employers might praise employees for a job well done, discuss career development opportunities or assign challenging work that capitalizes on an individual’s skills and knowledge. All these tactics are proven methods of motivating employees to perform their best.
Prepare employees for change
One-on-one meetings are prime opportunities to notify employees of any expected changes at the organizational or team level. Employers should explain the reasons for each change and how a new procedure may positively impact the employee's work environment.
What to avoid in a one-on-one meeting agenda
Employers need to know not only what to say to employees but also what not to say. If misworded, certain statements could diminish employee morale and potentially create legal risks. Employers especially may want to avoid engaging in one-sided conversations, promising continued employment, commenting about an employee’s physical appearance and dismissing claims of discrimination or harassment.
One-sided conversations
One-on-one meetings should be interactive discussions between team leaders and team members. If supervisors find themselves doing all the talking, they may want to ask employees to answer a series of survey questions about their workweek. The responses can sometimes spark productive conversations and foster professional growth.
Promises of continued employment
Promising employees that they will always have their jobs may impact their at-will employment status. At-will employment is important because employers may need to act based on business needs, as permitted by law.
Remarks about physical appearance
Commenting on an employee's appearance is generally inappropriate and may be considered harassment or bullying. Unless employees violate a dress code, one-on-one conversations should focus on their work and performance, rather than how they look.
Dismissing claims of discrimination or harassment
Employers must take complaints of unlawful discrimination and harassment seriously and should investigate each one promptly and thoroughly. They may also want to engage an impartial investigator in certain scenarios, such as when a conflict of interest exists, and work with counsel to understand their responsibilities.
Questions to ask in 1:1 meetings
Effective communication is the foundation of a good employment relationship. Here are some questions to ask employees during one-on-one conversations:
What are your career goals?
Discussing an employee's career interests and strengths can help them feel valued. Even if there aren't a lot of opportunities to move upward within the company, employers can still help employees develop skills and knowledge that will serve them in the future.
How can we help you improve?
Supervisors should offer encouragement and support, especially when an employee is struggling. Team leaders must be clear about what the individual needs to do to improve and the potential consequences for failing to meet expectations. Leaders should also document the discussion and track the employee’s progress.
Can you give us feedback?
Regularly eliciting feedback from employees provides insight into their experience working for the company. Employers can learn what employees like most and least about their jobs, what the supervisor can do to support them in the challenging aspects of their work, whether they believe their talents are being fully utilized and what would make them consider leaving.
What to do following a one-to-one meeting
During a one-on-one meeting with managers, employees may reveal information that can trigger follow-up obligations for the employer. Here are some examples:
- If employees claim they have been subject to unlawful discrimination or harassment, employers may have an obligation to launch a prompt investigation into the allegations. They should consult with counsel to understand their responsibilities in such situations.
- If employees reveal they have a disability, employers may be required to provide reasonable accommodations. Again, employers should consult with counsel to understand their responsibilities.
- If employees express symptoms of burnout, employers should notify them of any available company resources, such as an employee assistance program.
- If employees say they are having difficulty working with colleagues, employers should guide them through resolving workplace disagreements.
Additionally, employers may want to document any one-on-one meetings that address employee performance or behavioral issues. Documentation can show that an issue was ongoing, the employer took necessary steps to address it and the employee was aware of the problem and failed to improve.
Frequently asked questions about one-on-one meetings
How often should you have one-on-ones?
Ideally, one-on-one meetings between team leaders and team members should occur weekly. This frequency of communication is most likely to improve employee engagement and performance
What makes a good one-on-one?
One-on-one meetings should feel genuine and remain positive throughout. Employers can achieve this by leading with experiential questions, like “How are you doing?” or “What’s going on in your world?” They can then segue into talking about tasks, priorities and strategies that are or aren’t working. Good one-on-ones also reserve time to share positive feedback, discuss any new skills employees want to learn and remind them that their team leader is there to help them succeed.
Who owns the one-on-one meeting?
Supervisors typically schedule and own the one-on-one meeting. They may reschedule the meeting to a different time if there’s a conflict, but should avoid canceling it because that may be the employee’s only contact with them for that week.
What are the disadvantages of one-on-ones?
One-on-one meetings can be a major time commitment for supervisors with large teams. Additionally, one-on-ones may be ineffective if there is inconsistent implementation or if the supervisor has poor managerial skills.
This article is intended to be used as a starting point in analyzing management one-on-one meetings and is not a comprehensive resource of requirements. It offers practical information concerning the subject matter and is provided with the understanding that ADP is not rendering legal or tax advice or other professional services.
