The challenge: you know that more conversations about performance need to happen. Why?
- Perhaps team members are asking for feedback or to understand how they progress within the company.
- Or maybe there are pockets where standards and performance is slipping but it isn’t being tackled.
- Or it could be that having more structure around people conversations is something you feel you ‘should’ do or is the natural next step as you grow?
The answer (or is it?): For many founders or owners wanting to introduce some structure to the conversations people have about development and performance, it makes sense to start with appraisals. In theory these annual, bi-annual or maybe even quarterly ‘one-stop shop’ conversations to cover everything from feedback, development, wellbeing, performance and goal setting tick all the boxes, right?
Wrong! While traditional in-depth appraisal processes have long been a staple and the go-to in performance management, in our experience shifting focus to getting the basics right first makes the humble one-to-one the best place to start. Often misunderstood and underrated the regular one-to-one is in our experience the most important conversation to have to maximise performance.
Here are three key reasons why:
1. Better quality and more useable feedback
One of the main drawbacks of infrequent appraisals is the tendency to save up feedback. When feedback is delayed it can come as a surprise to the individual as the event in question may have happened some time ago and may no longer feel relevant or recognisable. This can lead to confusion, defensiveness and the lack of a resolution. Regular one-to-ones ensure that feedback is given in real-time, allowing issues to be addressed promptly and effectively.
Moreover, appraisal conversations can often be derailed by unexpected or ‘surprise’ feedback. As Sheila Heen and Douglas Stone aptly put it:
Feedback is challenging because it sits at the crossroads of two human needs: 1) the need to learn and grow and 2) the need to be accepted just as we are.1
As humans, we need both growth and acceptance, and feedback hits at the intersection of these two needs. Expecting to provide feedback on something for the first time during an appraisal, while also covering goal setting, personal development, and other important topics, is nearly impossible. Regular one-to-ones allow for continuous, bite-sized feedback that is easier to digest and act upon, fostering a culture of continuous improvement and ensuring that feedback is always relevant and actionable.
2. Increased engagement
Having a sense of belonging at work matters! Research suggest it matters to the tune of a 56% increase in job performance, a 50% reduction in turnover risk and a 75% decrease in sick days2. Regular one-to-ones are essential for fostering this belonging and connection at work. When individuals feel valued and supported, they are more likely to innovate, take risks and improve performance. Employees who feel their voice is heard are 4.6 times3 more likely to feel empowered to do their best work.
Regular one-to-ones also create a space for open communication, trust, and mutual respect, and knowing they have regular opportunities to discuss progress and challenges significantly boosts morale and engagement. One-to-ones provide a platform for recognition and encouragement, which can be more motivating than occasional praise during formal appraisals. Research shows that companies with highly engaged teams experience an impressive 21%3 increase in profitability.
Wellbeing is another critical aspect of employee satisfaction and productivity. Regular one-to-ones allow leaders and managers to check in on their team’s wellbeing frequently, addressing concerns before they escalate. This proactive approach leads to a healthier, happier, and more productive workforce who are more likely to want to stay.
And of course, regular one-to-ones offer ongoing opportunities for personal and professional development. Instead of waiting for a formal appraisal to discuss career aspirations and development plans, these conversations can happen organically and frequently. This continuous development approach helps employees stay motivated and aligned with their goals.
3. Increased accountability, clarity and agility
Regular one-on-ones provide a dedicated time for leaders and managers to ensure that accountability and responsibility are clearly assigned to employees. By regularly discussing progress and challenges, individuals can stay on track and take ownership of their tasks.
One-on-ones also offer a valuable opportunity to review and realign goals. This ensures that both individuals have a clear understanding of expectations and can adjust priorities as needed. This ongoing discussion helps maintain clarity and prevents misunderstandings, making it easier to achieve team objectives. They also create a space for early identification of potential issues. By catching problems early, they can be resolved before they escalate, leading to a more harmonious and efficient workplace.
Regular one-to-ones also contribute to a more agile and adaptable team. By addressing issues promptly and collaboratively, teams can quickly pivot and respond to changing circumstances. These meetings also serve as a platform for problem-solving and coaching, allowing opportunities for guidance, and support for ongoing personal development.
So, do I choose one-to-ones or appraisals then?
No, we are not saying it is either or, the ideal mix is to do regular one-to-ones which generally cover the immediate more short-term topics and then appraisals at key points in the year (bi-annually is great) to pull together themes and do more long-term thinking. Here is a guide to help plan what you cover:
| One-to-one | Appraisal |
| Provide timely and specific feedback on recent work (positive and improvement-focused). | Provide a summary of feedback received throughout the appraisal period (positive and improvement-focused). |
| Review short-term goals / tasks and adjust as necessary. | Set and review long-term goals and career aspirations. |
| Coach to overcome current challenges (providing in the moment personal development) | Create or update formal development plans based on the employee’s career goals and performance. |
| Discuss ongoing personal and professional development opportunities. | |
| Check in on the employee’s wellbeing and address any concerns. | Discuss overall satisfaction. |
| Identify any support or resources the employee needs to succeed. | Discuss salary, bonuses, and other compensation-related topics. |
Conclusion
In a nutshell, while traditional appraisals have their place, regular one-to-ones are where the magic happens. They provide real-time feedback, boost engagement, and keep everyone accountable and aligned. By making one-to-ones a regular part of your routine, you’ll create a more dynamic, responsive, and supportive work environment. And as a bonus, having regular one-to-ones makes appraisals easier because there are no surprises!
CAPE are the people experts for founder and owner led organisations. Visit our website to learn more.
References:
1Stone, D. and Heen, S. (2014) ‘Find the coaching in criticism’, Harvard Business Review. Available at: https://hbr.org/2014/01/find-the-coaching-in-criticism
2Kellerman, G.R. and Reece, A. (2019) ‘The value of belonging at work: The business case for investing in workplace inclusion’, BetterUp. Available at: https://grow.betterup.com/resources/the-value-of-belonging-at-work-the-business-case-for-investing-in-workplace-inclusion-event
3Beheshti, N. (2019) ’10 timely statistics about the connection between employee engagement and wellness’, Forbes. Available at: https://www.forbes.com/sites/nazbeheshti/2019/01/16/10-timely-statistics-about-the-connection-between-employee-engagement-and-wellness/
