Keeping a finger on the pulse of the workplace is key to developing a strong team. A great way of checking how staff are doing is to conduct regular 1-on-1 meetings.
Of course, you could drop by an employee’s workspace for a quick chat or wait until there are significant issues that require formal process, but intentionally checking in with your people facilitates open communication, builds rapport, provides insight, and supports employee development.
In this article, we look at employee check-ins, what they are, why you should hold them, how often you should do them, and how to get them right.
1-on-1 meetings are workplace meetings between two people, usually a manager and their direct report but sometimes with another team member or a coach or mentor. They can be held in person or remotely.
1-on-1s are a dedicated time for managers to check on employee performance and progress, to give feedback and ensure the person has what they need to succeed in the job or to raise issues that may require further assistance or support.
1-on-1 meetings also help keep employee effort aligned with individual and organisational goals.
There is a body of research that has proved the value of holding regular check-in meetings with employees, including:
There is no one-size-fits-all prescription for employee 1-on-1s, as their frequency, duration and composition will depend on the worker, their position and performance. For example, new staff typically need more frequent check-ins than established team members, and an employee who is struggling to meet goals will need more coaching than someone who is achieving.
Our recommendations are to make your 1-on-1s:
Remember, regular 1-on-1s aren’t only about checking in with people when something goes wrong or you need to address concerns - they are about supporting employees to develop and thrive. They are a forum for discussing how work is going, how the team is operating, if there are any challenges, and what the person’s future goals are.
Planning and forethought are key to ensuring 1-on-1s aren’t just a box-ticking exercise or take up more of your precious time than they need to.
The employee and manager should have input on the agenda and prepare talking points, so they are both invested in the process and there’s less chance of anyone being blindsided by feedback or issues.
Try to take a few moments before the meeting to focus and clear your head of distractions.
While it may be tempting to pile into negative feedback, keeping it constructive without being judgmental will avoid the employee feeling backed into a corner.
Try to focus on the issue rather than the person and explain the reason for the input, e.g. helping them to improve and succeed.
Honest, open dialogue isn’t only about a team leader giving feedback to an employee; it’s about employees being able to share their side of the story.
People should feel safe to express thoughts without any pressure or fear of recrimination. A good way to set the tone is to address the employee’s concerns and questions first, then move on to your own points.
Creating a culture where people feel comfortable giving and receiving feedback might not be quick or easy, but it’s essential for growth and for ensuring employees (and the whole team) perform.
Some people are more confident sharing their thoughts than others, but every employee should see 1-on-1s as a forum to contribute.
Asking questions rather than making assumptions or jumping to conclusions helps build trust and creates opportunities for employees to share their insights and concerns.
Try to frame questions that give the employee room to reply rather than giving simple “yes / no” answers. The aim is to get a clear picture of how each team member is going and how they see things from their perspective.
Thanking each person at the end of the meeting shows you value their time and input.
Make sure you are present for employee meetings. That means reducing distractions and actively listening to what the person has to say.
If you plan to take action on feedback or suggestions, discuss your plan with the person and be sure to follow up. Doing what you say demonstrates that people’s ideas are important and valuable.
We always recommend making a record of meetings. This not only helps you structure the discussion, but also allows you (and the employee) to see what was discussed and what any agreed outcomes were.
Regular note-taking builds a clear picture of employee performance and conduct, aiding collaboration and reducing chances of misunderstandings or disputes.
MyHR’s platform has a host of tools that track employee progress and support collaboration, from pro-active smart notes to formal Record of Discussion forms for addressing minor issues that don't warrant disciplinary action.
While 1-on-1s are invaluable, ensuring you are always accessible and connected will create an environment where people want to do their best.
Again, it’s about building trust and giving your team ample opportunities to seek guidance or put forward ideas, rather than having to wait for scheduled meetings. This helps them feel heard and also makes it easier to solve any problems before they get larger.
As mentioned, asking open-ended questions will encourage employees to share their point of view. Here are some useful questions:
Belittling or blaming an employee will do nothing for their motivation to perform or improve.
If you have to deliver negative feedback or address something the employee has done wrong, maintain your professionalism and stay objective, involve the person in making a plan to resolve the issue, and then move forward from there.
If an employee gets frustrated or angry, try to stay calm and be supportive so you can get to the root of the issue. Losing your temper will only exacerbate matters.
It’s hard to get to know a person and understand how they are going if you are the one doing all the talking.
Every employee is an individual and wants to be treated as one, so give them space to share their frustrations, motivations, and ideas. A good rule of thumb is to do 10% of the talking and 90% of the listening.
Ask for clarification if you need to, but try to resist dominating proceedings.
It might seem quicker or easier to rely on chat messages, quick huddles, or longer emails, but nothing can replace meeting people 1-on-1.
In-person check-ins are more effective for communicating intentions, clearing up confusion, and answering any questions, and they demonstrate to your employee that you value their time and input.