A monthly one-on-one conversation between managers and employees to ensure alignment and build rapport. Use this free monthly one-on-one meeting template to better organize your meetings.
How did you feel about the month?
What were your work and non-work highlights of the past month?
Review the goals and what progress we have made for the last month. Highlight short-term wins.
How do you feel about the progress/statistics?
What could we learn from the current achievements?
Discover and discuss any issues that need to be solved.
What is slowing you down or preventing you from achieving your goals?
Open discussion about team collaboration, productivity, personal growth, or anything you feel necessary.
What can I do differently this month to help you more?
Do you feel the team collaborates well?
What ideas do you have to level up our work?
Discuss the priority work for the month ahead and the goals.
One-on-one meetings provide a dedicated space for managers and employees to connect on a personal level and talk about work-related issues honestly, therefore they are necessary in modern workspace.
Some organizations prefer monthly check-ins, while others like weekly one-on-ones, but they navigate into different ways.
Weekly 1-on-1 suits small teams that hope to build a close relationship; if you lead a large team who are doing similar roles, however, monthly 1-on-1 meetings are better suited as your time is limited.
Weekly 1-on-1 focuses on the weekly updates and addresses immediate problems within the team; while monthly meetings will focus issues on a higher level like how to improve team collaboration.
When you look at the monthly 1-on-1 meeting template, you'll notice that it is segmented into different sections. You can copy the template and make changes that suit your case.
1. Opener questions
Icebreaker questions are one way to stir up a positive note between employers and employees. Such questions make subordinates feel comfortable and therefore more willing to share their thoughts with you.
You can start with questions about the employee’s life outside of work; for example, “What do you like to do in your spare time?” ; or simply celebrate good news within the organization to motivate your team.
2. Goals and progress
The first thing to include in a monthly one-on-one agenda is to review our goals and what progress we made in the last month. This helps us determine if we are moving in the right direction and identify any beneficial experience or roadblocks.
In the review process, never forget to highlight short-term wins to get employees motivated. You can consider asking:
What has been achieved since the previous monthly 1-on-1 meeting?
Do they have any progress/statistics to back up your success claims ?
Are there future goals that we need to set?
If we haven’t met our expected goals or the project got stuck, we must identify the obstacles affecting the progress stage. Hence, the leader and subordinate should discuss these challenges and find ways to nullify them before they become a thorn in the organization's flesh.
Such problems can range from the presence of a sterile work environment to the inadequacy of resources.
Here are questions to consider in this section:
What is hindering you from the road to success?
What can the team, individually or collectively, do to assist in overpowering the roadblock?
4. Open evaluation and feedback
Two-way feedback boosts effective communication.
Not only should you give advice to your direct reports, but also listen to their feedback. Remember, when the employees feel that they are heard and taken care of, they will feel motivated and thus be more engaged in the workplace. In other words, feedback covers the feelings of the subordinate about your support, the struggles they have in the workplace, and what they’d like to see improve in their working environment or the overall plan of the organization.
Share how the company determines total compensation, including a conversation about leveling, tiers, or approaches.
Show appreciation for the employee’s work
Share an update on adjusting the compensation or title for the employee
A review of the details of the compensation data so there is no misunderstanding
Show your welcome to the new employee and break down the barriers a little.
Tell me more about yourself
What do you like to do outside of work?
Briefly introduce the main job duties, and learn the employee’s expectations.