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People Management Assistant
using best performance management practices
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goals
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Manage
motivation
motivation
En
Over 70% of employees are not motivated to perform at their best
Here's why:
According to Gallup research
Gallup University, Washington
Gallup University, Washington
Mismatch of the employee skills and assigned goals
Lack of clear KPIs for each employee
Maxim Soloviev, Co-founder WorkInPulse
Lack of trust between manager and employee
This leads to:
"As CEOs and C-level managers, we know all too well the challenges of leading a team and achieving peak performance. That's why we created WorkInPulse - the ultimate tool for managers who want to work smarter and more efficiently with their teams"
Increased time to achieve goals and often to stagnation in company profit
Lower team members performance, and decrease in overall motivation
Lack of coordination and missed opportunities
Set the right goals for employees based on the best global practices.
Hold one-on-one meetings with employees using a prepared templates to built relationship of trust and drive motivation.
Monitor the level and dynamics of employee skills growth by conducting "360 Surveys".
How to set goals effectively?
Why 1:1 is so important?
WorkInPulse's Innovative Tracking System
Motivational Techniques and Real-Time Feedback System
Key Skills Development System
Tell me more about "360 Surveys"
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Three Power-Packed Practices from WorkInPulse based on:
How to effectively set goals?
Use OKR (Objectives and Key Results) to synchronize the employee's goals and tasks with the team's and company's goals.
Where Objectiv or Goal is a qualitative description of what you want to achieve. Short and motivational formulation.
And Key Results are a set of quantifiable metrics that change as you move towards your goal.
Use the formula: I will achieve ___, which can be measured by ___.
And track the dynamics of goal achievement through regular meetings with responsible employees, using the three "Ps" structure: Progress, Plans, Problems:
1) Evaluate progress for the past period and what was achieved
2) Discuss plans and priority areas of work for the next period
3) Help solve emerging problems and questions for the employee.
Where Objectiv or Goal is a qualitative description of what you want to achieve. Short and motivational formulation.
And Key Results are a set of quantifiable metrics that change as you move towards your goal.
Use the formula: I will achieve ___, which can be measured by ___.
And track the dynamics of goal achievement through regular meetings with responsible employees, using the three "Ps" structure: Progress, Plans, Problems:
1) Evaluate progress for the past period and what was achieved
2) Discuss plans and priority areas of work for the next period
3) Help solve emerging problems and questions for the employee.
What is the importance of the 1:1's?
1:1 is a regular meeting between a manager and an employee aimed at establishing a trusting relationship and exchanging feedback.
The goal of 1:1 is to align the employee's actions and mindset with the company's expectations, provide sufficient feedback to the employee, and provide space for the employee to share their thoughts and ask any questions that are concerning them.
We work with people, not robots, and it is important to build trusting relationships and create a motivating atmosphere so that the employee is engaged and motivated to work effectively.
The goal of 1:1 is to align the employee's actions and mindset with the company's expectations, provide sufficient feedback to the employee, and provide space for the employee to share their thoughts and ask any questions that are concerning them.
We work with people, not robots, and it is important to build trusting relationships and create a motivating atmosphere so that the employee is engaged and motivated to work effectively.
What is the particularity of "360 Surveys"?
Assessing key competencies allows you to determine how effectively an employee performs their tasks and help them develop their skills to improve performance and motivation.
A 360 survey allows you to get an assessment of key competencies not only from the manager but also from other team members who have more relevant competencies or have close experience working with the employee.
A 360 survey allows you to get an assessment of key competencies not only from the manager but also from other team members who have more relevant competencies or have close experience working with the employee.
that allows you to remove chaos in processes, systematize your people management and lead your team with pleasure.
You have a digital protocol of communication between the Manager and the Employee
As a result
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The objectives of the OKR methodology and the results of its implementation.
Basic principles of the "360" evaluation method and how to conduct it correctly.
Staff adaptation and proper onboarding
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The objectives of the OKR methodology and the results of its implementation
The OKR (Objectives and Key Results) methodology helps to link the individual goals of employees and departments with the overall strategic goal of the company. This allows each employee to understand how his work affects the overall result of the company and motivates him to achieve his goals.
The principles of OKR are transparency and clarity, and automation is used for the convenience of scaling goals. The OKR methodology helps to link personal and team goals, which increases engagement and focus on results. Companies that strive for efficient work and growth can use the OKR methodology to increase employee motivation and efficiency. The application of the OKR methodology can be especially useful for companies with an extensive corporate structure, where each department or branch has its own goals and objectives. An automated solution, can greatly simplify the implementation and use of the OKR methodology.
Advantages of OKR:
OKR — progressive goal setting and planning
Some people say that the methodology is aggressive, while others implement this methodology, use non-standard planning, where each team member sees global and small goals, and also participates in their achievement. OKR helps to get away from total control and gives the employee the freedom to find the best way to achieve the goal. The mandatory elements of the methodology are ambitious goals and a challenge (skills, experience, skills).
The essence of the methodology
It's like a large-scale brainstorming session where ideas are discussed to evaluate the outcome. Everyone is involved in the process and sees the value of their contribution. The essence of determining 3 - 5 difficult-to-achieve ambitious goals for a given cycle (year, quarter). They are set for an employee, department, team, company (for all or each individually, but with reference to the overall goal of the organization). Let's see an example.
The goal is to successfully launch a new product X within a year. Large-scale and cool. To do this, the measured parameters for achieving the result are determined in specific indicators:
1. Increased traffic/views on the product page;
2. Getting 40% registrations for the trial version;
3. Increase the popularity of the new product in social networks;
4. Overcoming 20% of the registration bar for the full version.
The emphasis here is on values, it's not like a to-do list. The performer must decide for himself how best to achieve the desired result using his own skills or involving other team members.
OKR is not a step—by-step "guide to action", but a list of measurable results for each goal. The technique stimulates the search for a solution, a non-standard approach. The process is accelerated by involving employees at all levels: everyone can propose an idea that will be considered within the framework of the proposed problem.
Benefits of implementing OKR.
The research given above helps to judge not only the reasons, but also the benefits received by companies after the introduction of OKR.
With the OKR system, the focus is on performance, not material motivation. The main priority of employees is real growth. Instead of being dispersed into dozens of tasks, they see a priority goal for the company and strive to achieve it.
The difference between OKR and to-do sheets and schedulers.
The key is to focus on achieving a specific goal, not describing the path to it. This is a flexible system where employees offer ideas and implement them. Each member of the team sees his importance for the common cause, which encourages him to work more productively. There are no hard "steps" to perform here. Complete freedom for creativity.
OKR is about scale, challenges and growth. The achievement of the goal is evaluated by 3 – 4 results, which should be ambitious, achievable, measurable. It doesn't make sense to set simple tasks. It is based on a challenge to professional skills and creativity.
The Fundamental Principles of Setting Targets (OKR) stipulate that the process of setting goals should be open and transparent. Inspiration for the creation of a company can be given by the ideas of any of the employees, which can later be transformed into specific OKRs. The three main areas of communication include bottom-up (bottom-up), top-down (top-down) and department collaboration (side-by-side).
The perfect construction of OKR, combines the goals of the Top-down and Bottom-up directions. Each idea goes through a selection process, but only those that can achieve greater efficiency and creativity remain. Ideas can be used to eliminate specific problems, increase employee interest and motivation.
The principles of OKR are transparency and clarity, and automation is used for the convenience of scaling goals. The OKR methodology helps to link personal and team goals, which increases engagement and focus on results. Companies that strive for efficient work and growth can use the OKR methodology to increase employee motivation and efficiency. The application of the OKR methodology can be especially useful for companies with an extensive corporate structure, where each department or branch has its own goals and objectives. An automated solution, can greatly simplify the implementation and use of the OKR methodology.
Advantages of OKR:
- Objective evaluation of the result. It's easy to see how close we are to the goal;
- Realization of creative potential. The performer is free to choose the way to achieve the goal;
- Departure from micromanagement. Focus on priorities;
- Transparency and openness. Each employee sees his contribution to the achievement of the company's goals;
- Increased engagement and efficiency. The employee's work directly affects the overall progress, which motivates them to look for optimal ways to achieve the goal.
OKR — progressive goal setting and planning
Some people say that the methodology is aggressive, while others implement this methodology, use non-standard planning, where each team member sees global and small goals, and also participates in their achievement. OKR helps to get away from total control and gives the employee the freedom to find the best way to achieve the goal. The mandatory elements of the methodology are ambitious goals and a challenge (skills, experience, skills).
The essence of the methodology
It's like a large-scale brainstorming session where ideas are discussed to evaluate the outcome. Everyone is involved in the process and sees the value of their contribution. The essence of determining 3 - 5 difficult-to-achieve ambitious goals for a given cycle (year, quarter). They are set for an employee, department, team, company (for all or each individually, but with reference to the overall goal of the organization). Let's see an example.
The goal is to successfully launch a new product X within a year. Large-scale and cool. To do this, the measured parameters for achieving the result are determined in specific indicators:
1. Increased traffic/views on the product page;
2. Getting 40% registrations for the trial version;
3. Increase the popularity of the new product in social networks;
4. Overcoming 20% of the registration bar for the full version.
The emphasis here is on values, it's not like a to-do list. The performer must decide for himself how best to achieve the desired result using his own skills or involving other team members.
OKR is not a step—by-step "guide to action", but a list of measurable results for each goal. The technique stimulates the search for a solution, a non-standard approach. The process is accelerated by involving employees at all levels: everyone can propose an idea that will be considered within the framework of the proposed problem.
Benefits of implementing OKR.
The research given above helps to judge not only the reasons, but also the benefits received by companies after the introduction of OKR.
- Fixing the focus on the main;
- Synchronization of the work of different directions on a single goal;
- Increasing the ambition of employees;
- Development of flexibility and openness at the level of corporate culture;
- Transparency of the process of achieving goals at all levels.
With the OKR system, the focus is on performance, not material motivation. The main priority of employees is real growth. Instead of being dispersed into dozens of tasks, they see a priority goal for the company and strive to achieve it.
The difference between OKR and to-do sheets and schedulers.
The key is to focus on achieving a specific goal, not describing the path to it. This is a flexible system where employees offer ideas and implement them. Each member of the team sees his importance for the common cause, which encourages him to work more productively. There are no hard "steps" to perform here. Complete freedom for creativity.
OKR is about scale, challenges and growth. The achievement of the goal is evaluated by 3 – 4 results, which should be ambitious, achievable, measurable. It doesn't make sense to set simple tasks. It is based on a challenge to professional skills and creativity.
The Fundamental Principles of Setting Targets (OKR) stipulate that the process of setting goals should be open and transparent. Inspiration for the creation of a company can be given by the ideas of any of the employees, which can later be transformed into specific OKRs. The three main areas of communication include bottom-up (bottom-up), top-down (top-down) and department collaboration (side-by-side).
The perfect construction of OKR, combines the goals of the Top-down and Bottom-up directions. Each idea goes through a selection process, but only those that can achieve greater efficiency and creativity remain. Ideas can be used to eliminate specific problems, increase employee interest and motivation.
Basic principles of the "360" evaluation method
and how to conduct it correctly
The "360" method is an approach to the current assessment of an employee, which provides for a multiple source of information, including subordinates, colleagues and managers. This method was developed in the USA in the 1950s and is one of the most popular in the world among HR departments and ranks in the TOP 5 most commonly used methods in Russia.
The 360 methodology should not be confused with the evaluation method, which attracts the opinions of third parties not related to the corporate structure of the evaluated. If clients, partners and third-party experts are involved in the survey, then this method is called "540".
Advantages and disadvantages.
The 360 methodology has some undeniable advantages in evaluating an employee. It allows you to conduct a multilateral analysis and achieve important goals:
— Identify the most important areas in which to work with an employee. For example, focus on working in a team or systematizing the performance of his job responsibilities.
— Identify candidates for professional development, training, career advancement or encouragement in various ways.
— Evaluate the performance of employees to rank them according to a number of characteristics. This can be useful, for example, when preparing for staff reduction or searching for the least productive employees.
Information for evaluation is collected by conducting a special survey, the format and content of which depend on the current task and the specifics of the company’s work. This allows you to quickly assess the effectiveness of an employee without interrupting the workflow for conducting detailed interviews and questionnaires.
However, the "360" method also has obvious disadvantages:
— The received assessment will be subjective and will not contain an objective analysis of the employee’s professional skills and competencies.
— Interpersonal relationships can lead to serious errors in evaluation, which creates deviations of 18% - 39%.
— According to research, most subordinates tend to overestimate their assessment, and managers tend to underestimate it.
For a qualitative assessment of an employee, it is necessary that employees and managers know each other for a long time (more than a year), but not so long that relationships that hinder objectivity are established (according to research, no more than 5 years).
It is important to understand that the "360" method is not intended to assess the level of expertise or individual performance. It helps to identify employees who do not correspond to the team, work poorly in a team or, conversely, positively affect the overall productivity of the organization.
To effectively use the 360 method, it is necessary to integrate it systematically, using modern tools to improve the efficiency of work with personnel. For example, the My Team platform has a specialized functional package for working with the 360 method, which allows you to quickly create and organize questions and answers.
Among the main advantages are:
— The ability to select core competencies for assessment or areas of interest when forming a questionnaire;
— Comparison of the results obtained and the average values between them;
— Selection of survey participants, creation of groups of employees for conducting the survey;
— Sending out invitations to the survey, prompt data collection and instant ordering;
— User-friendly interface that reduces the time to receive responses.
As a result, although the "360" method has some disadvantages, it remains a popular tool for obtaining a current assessment of an employee in the context of his labor productivity as part of a team. It can be an effective tool for improving labor productivity and the efficiency of personnel within an organization, if used taking into account the specifics of the company and the evaluation goals.
How to conduct a 360 survey?
To conduct a survey, you need to follow a simple plan:
All these processes can be performed on the My Team platform, as well as automate and systematize surveys.
The 360 methodology should not be confused with the evaluation method, which attracts the opinions of third parties not related to the corporate structure of the evaluated. If clients, partners and third-party experts are involved in the survey, then this method is called "540".
Advantages and disadvantages.
The 360 methodology has some undeniable advantages in evaluating an employee. It allows you to conduct a multilateral analysis and achieve important goals:
— Identify the most important areas in which to work with an employee. For example, focus on working in a team or systematizing the performance of his job responsibilities.
— Identify candidates for professional development, training, career advancement or encouragement in various ways.
— Evaluate the performance of employees to rank them according to a number of characteristics. This can be useful, for example, when preparing for staff reduction or searching for the least productive employees.
Information for evaluation is collected by conducting a special survey, the format and content of which depend on the current task and the specifics of the company’s work. This allows you to quickly assess the effectiveness of an employee without interrupting the workflow for conducting detailed interviews and questionnaires.
However, the "360" method also has obvious disadvantages:
— The received assessment will be subjective and will not contain an objective analysis of the employee’s professional skills and competencies.
— Interpersonal relationships can lead to serious errors in evaluation, which creates deviations of 18% - 39%.
— According to research, most subordinates tend to overestimate their assessment, and managers tend to underestimate it.
For a qualitative assessment of an employee, it is necessary that employees and managers know each other for a long time (more than a year), but not so long that relationships that hinder objectivity are established (according to research, no more than 5 years).
It is important to understand that the "360" method is not intended to assess the level of expertise or individual performance. It helps to identify employees who do not correspond to the team, work poorly in a team or, conversely, positively affect the overall productivity of the organization.
To effectively use the 360 method, it is necessary to integrate it systematically, using modern tools to improve the efficiency of work with personnel. For example, the My Team platform has a specialized functional package for working with the 360 method, which allows you to quickly create and organize questions and answers.
Among the main advantages are:
— The ability to select core competencies for assessment or areas of interest when forming a questionnaire;
— Comparison of the results obtained and the average values between them;
— Selection of survey participants, creation of groups of employees for conducting the survey;
— Sending out invitations to the survey, prompt data collection and instant ordering;
— User-friendly interface that reduces the time to receive responses.
As a result, although the "360" method has some disadvantages, it remains a popular tool for obtaining a current assessment of an employee in the context of his labor productivity as part of a team. It can be an effective tool for improving labor productivity and the efficiency of personnel within an organization, if used taking into account the specifics of the company and the evaluation goals.
How to conduct a 360 survey?
To conduct a survey, you need to follow a simple plan:
- Select the purpose of the assessment and define the main criteria and parameters;
- To form a circle of respondents from managers, colleagues and subordinates evaluated;
- Develop the content of the survey and distribute it to the participants;
- Collect the answers received and put them in the form of a report. Provide feedback based on the results.
All these processes can be performed on the My Team platform, as well as automate and systematize surveys.
Staff adaptation and proper onboarding
Onboarding is the process of adapting an employee to a new position. First of all, this applies to newcomers who need to be introduced to the responsibilities and features of the corporate culture.
“Onboarding is just a formality” is fundamentally the wrong position. A lot of companies underestimate the importance of this stage. Adaptation helps newcomers cope with the stress of changing jobs, get acquainted with the team, rules, regulations. A qualitatively implemented adaptation is the key to long–term labor relations.
Proper onboarding by steps
The beginning of adaptation.
This stage precedes the entry of a beginner to work. A new employee should understand what is required of him, what duties he will perform, what his schedule is, to whom he reports, etc. The specialist's workplace should be staffed already on the first working day. If you do not prepare everything in advance, but do it in the presence of an employee, then you can spoil the impression of the company and alienate the newcomer.
You must be ready in advance: workplace, furniture, appliances, software for performing prescribed duties, passwords, employee logins, form, badge (if it used)
The first working day.
In the first days of working in the company, employees experience a lot of stress, they are forced to memorize a large amount of information.
In order to mitigate this process and help new employees, you need to:
HR system for onboarding: is it useful or not?
With the help of an HR system, you can quickly introduce newcomers to the course of business and integrate them into the workflow. Useful adaptation programs can simply be assigned inside the system, set tasks and send materials for review. Specialists will also receive reminders about all the tasks they have to perform.
In addition, the system provides a single database of all employees of the company with detailed information about them. Managers can track the current status of employees, and personal profiles display the progress of adaptation.
The HR system also allows you to assign adaptive activities and training courses for the development of employees. The tools of the service provide the opportunity to:
- Make adaptive 1-on-1 appointments;
- Evaluate newcomers using the "360 degrees" method;
- Collect feedback about onboarding;
- Conduct surveys among newcomers.
Advantages:
Conclusions
Onboarding is the process of adapting new employees to a new place of work, and it can take months. Informing about the company's rules, its culture, requirements for the position and agreeing on all the necessary details during the hiring process will help avoid misunderstandings and surprises.
Make sure that the new employee has everything necessary for optimal performance. On the first working day, a mentor should be appointed to help the employee adapt to the new environment. Organize a tour, introduce the team and corporate culture.
You can support your new employees in the first months of work by training them and helping them develop. Regular feedback collection will help you understand where there are shortcomings and how to eliminate them.
The onboarding process can be automated with the help of an HR system that will help organize all stages of adaptation of new employees and monitor the effectiveness of the process.
“Onboarding is just a formality” is fundamentally the wrong position. A lot of companies underestimate the importance of this stage. Adaptation helps newcomers cope with the stress of changing jobs, get acquainted with the team, rules, regulations. A qualitatively implemented adaptation is the key to long–term labor relations.
Proper onboarding by steps
The beginning of adaptation.
This stage precedes the entry of a beginner to work. A new employee should understand what is required of him, what duties he will perform, what his schedule is, to whom he reports, etc. The specialist's workplace should be staffed already on the first working day. If you do not prepare everything in advance, but do it in the presence of an employee, then you can spoil the impression of the company and alienate the newcomer.
You must be ready in advance: workplace, furniture, appliances, software for performing prescribed duties, passwords, employee logins, form, badge (if it used)
The first working day.
In the first days of working in the company, employees experience a lot of stress, they are forced to memorize a large amount of information.
In order to mitigate this process and help new employees, you need to:
- Appoint a mentor. He will introduce the newcomer to colleagues, show the office and tell about the corporate culture. In addition, the mentor will answer any questions that arise.
- Introduce you to the corporate culture. Even before starting work, the newcomer was informed about the company's values, but now it is important to instill them. To do this, you can show a presentation or video on the topic, invite to a conversation with management or colleagues, or hand over a WelcomeBook.
- Take a tour and introduce the team. The mentoring system is not implemented in all companies, but the need to introduce a newcomer to colleagues does not disappear from this. An HR manager, an adaptation and training specialist, or a direct supervisor can implement the task.
HR system for onboarding: is it useful or not?
With the help of an HR system, you can quickly introduce newcomers to the course of business and integrate them into the workflow. Useful adaptation programs can simply be assigned inside the system, set tasks and send materials for review. Specialists will also receive reminders about all the tasks they have to perform.
In addition, the system provides a single database of all employees of the company with detailed information about them. Managers can track the current status of employees, and personal profiles display the progress of adaptation.
The HR system also allows you to assign adaptive activities and training courses for the development of employees. The tools of the service provide the opportunity to:
- Make adaptive 1-on-1 appointments;
- Evaluate newcomers using the "360 degrees" method;
- Collect feedback about onboarding;
- Conduct surveys among newcomers.
Advantages:
- All the recruiter's tools in one place;
- Tracking the progress of onboarding inside the system;
- Common employee base;
- Tracking the effectiveness of employees and teams;
- Collecting feedback;
- Create meetings and tasks with reminders about them;
- The history of past actions is saved;
- eNPS.
Conclusions
Onboarding is the process of adapting new employees to a new place of work, and it can take months. Informing about the company's rules, its culture, requirements for the position and agreeing on all the necessary details during the hiring process will help avoid misunderstandings and surprises.
Make sure that the new employee has everything necessary for optimal performance. On the first working day, a mentor should be appointed to help the employee adapt to the new environment. Organize a tour, introduce the team and corporate culture.
You can support your new employees in the first months of work by training them and helping them develop. Regular feedback collection will help you understand where there are shortcomings and how to eliminate them.
The onboarding process can be automated with the help of an HR system that will help organize all stages of adaptation of new employees and monitor the effectiveness of the process.
What are 1:1 meetings?
Regular one-to-one meetings are personal meetings that are held by a supervisor with a subordinate. Usually, at such meetings, all issues that are important to the employee, his concerns and those issues that he can discuss only with the manager alone are discussed.
Optimal personnel management is a key element of successful and productive work at the enterprise. Personal meetings with employees enable management to identify new tasks and monitor the activity of subordinates, as well as help employees tell about their successes and problems.
One-to-One meetings are the perfect feedback model. It allows you to continuously discuss current projects, evaluate work efficiency, solve problems when adapting new employees and achieve different goals depending on requirements.
Experts consider the main advantage of the One-to-One method to be an opportunity for a manager to get to know his subordinates better on a more personal level. Weekly meetings allow managers to assess the career potential, interests and professional growth of employees. This information can be used to increase employee motivation and create optimal conditions for working within the team.
Advantages of 1:1 meetings.
The method of meeting with employees 1:1 has many advantages:
Is the one-to-one methodology and a simple conversation the same thing?
The methodology of conducting 1:1 meetings of employees is a more formalized approach than just communication. Unlike regular communication, these meetings are scheduled and have a specific structure and goals. The main differences between the 1:1 method of meetings and ordinary communication include:
- The goal. 1:1 meetings have a clearly defined purpose related to productivity, career development, communication and other aspects of work. While ordinary communication can be more informal.
- Schedule. 1:1 meetings usually take place at a set time and with a certain frequency, for example, weekly or monthly. There is no definite schedule in ordinary communication.
- Format. 1:1 meetings can have a certain structure, including a repetition of previous discussions, discussion of current tasks, analysis of the work done and general plans for the future. Ordinary communication may be less organized and lack a clear structure.
- Participants. 1:1 meetings are usually held between the manager and the employee, and may be mandatory. Normal communication may involve several participants or be less formal.
- Results. 1:1 meetings have specific goals and results, including tasks, recommendations, constructive feedback and other solutions. The results of a normal conversation are not determined.
How long do 1:1 meetings last?
You should not delay the one-to-one meeting. This tool helps to increase the efficiency of all corporate processes, and it should be as efficient and effective as possible.
With detailed planning and following clearly outlined regulations, you can discuss a lot of issues in just 15 minutes. If a presentation of the survey results or a current performance assessment is required, the time may increase to 30-45 minutes. There are several factors affecting the duration of the meeting:
- A basic review of feedback and current affairs information takes about 15 minutes.
- Discussion of motivation, ambitions and current professional goals can take up to 30 minutes, depending on the pace of the conversation.
- Drawing up work plans for the next period and evaluating the effectiveness of the team can take up to 30 minutes.
Usually a half-hour "one-to-one" session is sufficient to achieve several goals and objectives.
Typical mistakes during the meeting
Despite all the advantages of "one-to-one" meetings, the negative impact of a low-quality meeting can devalue them. Simply making appointments and "hatching" them is not the optimal approach to work.
Here are some mistakes that can lead to missing results from "one-to-one" meetings:
- Skipping meetings. The consistency and regularity of such meetings are the key points in improving the performance of the team. Both employees and managers should treat meetings with responsibility and willingness to make the most of them.
- Hasty feedback. Even during short meetings, managers can give valuable advice and assessments. If you urgently end the conversation and do not provide high-quality feedback, then you should not expect a positive effect.
- Inability to listen to each other. A 1:1 meeting should be based on the exchange of information and a careful analysis of the information received. The conversation should be based on a mutual desire to actively participate in the process.
These errors are not acceptable, and therefore it is important to know about the correct approach to using this technique.
How to increase the effectiveness of 1:1 meetings?
Specialized platforms provide capabilities for planning the content and schedule of one-to-one meetings. It allows you to create a convenient calendar for meetings, as well as transfer topics for discussion and record information. A retrospective analysis of the feedback received can be extremely useful for the manager.
With the help of such a platform, you can:
- Organize a schedule that matches your tasks and the team's work schedule.
- Create lists of topics for discussion and transfer them if necessary.
- Record the results of the meeting and take notes during conversations.
- Analyze the history of conversations and evaluate their effectiveness!
If you use the platform effectively, one-to-one meetings will be a great tool for improving productivity. They will make it possible to better organize individual discussions of current activities and further development between subordinates and managers, which will improve the results of such meetings!
Why do you necessarily need to use 1:1 meetings?
Up to 60% of employees of high-tech companies are not satisfied with their working conditions due to overloading and incorrect management priorities. In addition, about 45% experience low satisfaction with the quality of communication with managers.
The presence of such negative factors can lead to the following risks:
- Loss of human capital due to a decrease in discipline and the creation of new obstacles to adaptation within the team.
- The emergence of conflicts between team members due to the limited participation of management in the life of the team.
- High staff turnover due to employees' dissatisfaction with the quality of internal communication.
Optimal personnel management is a key element of successful and productive work at the enterprise. Personal meetings with employees enable management to identify new tasks and monitor the activity of subordinates, as well as help employees tell about their successes and problems.
One-to-One meetings are the perfect feedback model. It allows you to continuously discuss current projects, evaluate work efficiency, solve problems when adapting new employees and achieve different goals depending on requirements.
Experts consider the main advantage of the One-to-One method to be an opportunity for a manager to get to know his subordinates better on a more personal level. Weekly meetings allow managers to assess the career potential, interests and professional growth of employees. This information can be used to increase employee motivation and create optimal conditions for working within the team.
Advantages of 1:1 meetings.
The method of meeting with employees 1:1 has many advantages:
- Strengthening the relationship between the manager and the employee, as there is an opportunity to discuss issues of concern more deeply.
- Improved communication. 1:1 meetings allow you to improve communication between the manager and the employee. This can help identify problems that may not be noticed when communicating in large groups.
- Improving work efficiency. The manager can offer constructive feedback to the employee and share his expectations regarding the completion of tasks.
- Development of action plans. 1:1 meetings can also help determine the goals, plans and tasks that an employee needs to accomplish in the near future.
- Employee motivation. 1:1 meetings give them the opportunity to get recognized for their achievements and see how important their work is to the company.
- Communication in a confidential environment allows employees to communicate with the manager, discuss any problems they may experience at work or in their personal life.
- Increase loyalty. Regular 1:1 meetings can help increase the level of employee loyalty to the company and management. They can see that their opinion is appreciated, as well as get additional support and help.
Is the one-to-one methodology and a simple conversation the same thing?
The methodology of conducting 1:1 meetings of employees is a more formalized approach than just communication. Unlike regular communication, these meetings are scheduled and have a specific structure and goals. The main differences between the 1:1 method of meetings and ordinary communication include:
- The goal. 1:1 meetings have a clearly defined purpose related to productivity, career development, communication and other aspects of work. While ordinary communication can be more informal.
- Schedule. 1:1 meetings usually take place at a set time and with a certain frequency, for example, weekly or monthly. There is no definite schedule in ordinary communication.
- Format. 1:1 meetings can have a certain structure, including a repetition of previous discussions, discussion of current tasks, analysis of the work done and general plans for the future. Ordinary communication may be less organized and lack a clear structure.
- Participants. 1:1 meetings are usually held between the manager and the employee, and may be mandatory. Normal communication may involve several participants or be less formal.
- Results. 1:1 meetings have specific goals and results, including tasks, recommendations, constructive feedback and other solutions. The results of a normal conversation are not determined.
How long do 1:1 meetings last?
You should not delay the one-to-one meeting. This tool helps to increase the efficiency of all corporate processes, and it should be as efficient and effective as possible.
With detailed planning and following clearly outlined regulations, you can discuss a lot of issues in just 15 minutes. If a presentation of the survey results or a current performance assessment is required, the time may increase to 30-45 minutes. There are several factors affecting the duration of the meeting:
- A basic review of feedback and current affairs information takes about 15 minutes.
- Discussion of motivation, ambitions and current professional goals can take up to 30 minutes, depending on the pace of the conversation.
- Drawing up work plans for the next period and evaluating the effectiveness of the team can take up to 30 minutes.
Usually a half-hour "one-to-one" session is sufficient to achieve several goals and objectives.
Typical mistakes during the meeting
Despite all the advantages of "one-to-one" meetings, the negative impact of a low-quality meeting can devalue them. Simply making appointments and "hatching" them is not the optimal approach to work.
Here are some mistakes that can lead to missing results from "one-to-one" meetings:
- Skipping meetings. The consistency and regularity of such meetings are the key points in improving the performance of the team. Both employees and managers should treat meetings with responsibility and willingness to make the most of them.
- Hasty feedback. Even during short meetings, managers can give valuable advice and assessments. If you urgently end the conversation and do not provide high-quality feedback, then you should not expect a positive effect.
- Inability to listen to each other. A 1:1 meeting should be based on the exchange of information and a careful analysis of the information received. The conversation should be based on a mutual desire to actively participate in the process.
These errors are not acceptable, and therefore it is important to know about the correct approach to using this technique.
How to increase the effectiveness of 1:1 meetings?
Specialized platforms provide capabilities for planning the content and schedule of one-to-one meetings. It allows you to create a convenient calendar for meetings, as well as transfer topics for discussion and record information. A retrospective analysis of the feedback received can be extremely useful for the manager.
With the help of such a platform, you can:
- Organize a schedule that matches your tasks and the team's work schedule.
- Create lists of topics for discussion and transfer them if necessary.
- Record the results of the meeting and take notes during conversations.
- Analyze the history of conversations and evaluate their effectiveness!
If you use the platform effectively, one-to-one meetings will be a great tool for improving productivity. They will make it possible to better organize individual discussions of current activities and further development between subordinates and managers, which will improve the results of such meetings!
Why do you necessarily need to use 1:1 meetings?
Up to 60% of employees of high-tech companies are not satisfied with their working conditions due to overloading and incorrect management priorities. In addition, about 45% experience low satisfaction with the quality of communication with managers.
The presence of such negative factors can lead to the following risks:
- Loss of human capital due to a decrease in discipline and the creation of new obstacles to adaptation within the team.
- The emergence of conflicts between team members due to the limited participation of management in the life of the team.
- High staff turnover due to employees' dissatisfaction with the quality of internal communication.
