1 on 1 Meetings – Getting it Right

Employee expectations from one-on-one meetings with their line manager are evolving as organisations recognise the importance of regular, meaningful connection between managers and team members. Employees value these meetings for the support, growth and open communication they provide. Research points to clear preferences on how these meetings should be structured and how often they should occur.

What Employees Expect from 1:1 Meetings

Employees want their one-on-one meetings to be more than just transactional updates. What they don’t want is a grilling about various targets. They look for:

• Regular support and recognition for their contributions, as well as honest conversations about well-being, workload, and stress levels.
• A space for open, two-way communication—where they can give and receive feedback, raise concerns and share ideas in an environment of trust.
• Guidance and feedback that is timely, constructive and actionable, along with opportunities for continuous learning and development.
• Clear direction on immediate priorities and longer-term career development, including regular discussion about goals and professional growth.

The Ideal Frequency for 1:1 Meetings

Research consistently shows that employees prefer one-on-one meetings with their manager on a weekly basis. Weekly check-ins are the most effective way to enhance engagement, address issues promptly and build strong working relationships. Where weekly meetings aren’t feasible, bi-weekly meetings are a good alternative. Monthly meetings, however, are often seen as too infrequent, risking missed opportunities for timely support.

Frequency of these meetings may also be influenced by the relative experience of employees. Weekly meetings may be more suitable for less experienced staff while bi-weekly meetings may be more appropriate for experienced members of the team. Either way, it’s probably a good idea to let the employee dictate how often you sit down for your one-on-ones.

Suggested Structure for a 1:1 Agenda

An agenda helps keep meetings focused and productive, while still allowing space for authentic, open conversation. However, the agenda should primarily be driven by the employee. This meeting is about how you can support your employee. The primary focus should not be checking on their progress. Here’s a suggested agenda flow that should meet employee expectations:

• Check-in
  Begin with a few minutes of genuine personal conversation to set a positive, open tone. Questions about the week or general well-being can build rapport and show care.
• Workload and Progress Review
  Discuss ongoing projects, recent achievements, any blockers or challenges and highlight successes.
• Development and Goals
  Talk about short-term and long-term goals, career aspirations, skill development, or potential new opportunities. This aligns daily actions with bigger career objectives.
• Feedback Exchange
  Provide specific, actionable feedback—both positive recognition and developmental points. Encourage employees to share feedback and suggestions as well.
• Next Steps and Actions
  Conclude the meeting by agreeing on clear action points and deadlines, leaving both parties clear about what will happen next.

Sample 1:1 Meeting Agenda Template

1. Welcome and check-in
2. Review of last meeting’s action items
3. Updates on ongoing work or projects
4. Discussion of current challenges and blockers
5. Progress on professional development/goals
6. Feedback (both ways)
7. Next steps and commitments

Ideally, the employee sets the agenda in advance and allows the manager to add their own topics if necessary. This ensures a more collaborative and relevant meeting. Managers should resist any temptation to apply too much control to this process; you’re there to support.

Suggested Questions

In trying to foster an open and collaborative discussion, questions should generally be ‘open’ to encourage dialogue and ensure the employee feels heard.

Aligning with employee preferences for both frequency and structure helps foster meaningful conversations, greater employee engagement and improved business results over time. By being intentional about purpose, cadence and agenda, organisations can ensure their one-on-ones create real value for their people and teams