According to the latest State of the American Manager report from Gallup, employees who have regular meetings with their managers are almost three times as likely to be engaged as those who don’t. These regular check-ins keep managers and employees in sync and aligned. Want to see better manager/employee relationships in your organisation? Then make an all-in commitment to 1:1 meetings. Not sure how? You’ve come to the right place.
In this webinar with Jamie Resker, Founder and Practice Leader for Employee Performance Solutions (EPS), and Teala Wilson, Talent Management Consultant at Saba Software, you’ll get the inside track on how to hold effective 1:1 meetings, including tips for getting managers on board.
• Go beyond discussing the status of everyday work to higher level topics, including recognition, performance, development, and career aspirations
• Learn how to decide meeting frequency, what to cover, as well as roles and responsibilities of the manager and employee
• Understand how managers can build trust and make it comfortable for employees to provide upward feedback
• Unite your organisation with a unified approach to 1:1 meetings
Join us for this 1-hour webinar to get practical tips for building better manager-employee relationships with intention and purpose.
About the Speakers
Jamie Resker - Founder and Practice Leader for Employee Performance Solutions (EPS)
Jamie Resker, Practice Leader and Founder of Employee Performance Solutions, is a recognized innovator in performance management. She is the originator of the-the Performance Continuum Feedback Method® and Conversations to Optimize Employee Performance training program; tools and training that reshape communications between managers and employees to drive and align performance. Jamie is on the faculty for the Northeast Human Resources Association, is a contributor to Halogen Software's Talent Space Blog, and is an editorial advisory board member for HR Examiner.
Teala Wilson - Senior Consultant, Strategic Services, Saba Software
Teala is a Talent Management Consultant at Halogen Software, now a part of Saba Software. She has worked with teams on a national and global level supporting human resources in areas such as performance management, recruitment, employee benefit programs, training and talent development, workforce planning and internal communications. Teala also has a personal passion for visual arts and design.
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2. Jamie Resker
Founder and Practice Leader
Employee Performance
Solutions
TODAY’S
SPEAKERS
Teala Wilson
Senior Consultant, Strategic
Services, Saba Software
5. THE IMPACT OF 1:1 CHECK-INS
• Communication is at the core of
any healthy relationship
• Regular meetings triple the
likelihood of engagement
• Managers account for up to 70%
of the variance in engagement
• Engagement is highest among
employees who meet with their
manager 1x week**
If you’re not meeting 1x a week,
can you meet 1x a month?
Let’s get talking!
6. MANAGERS
HAVE IMPACT
Source: State the American Workplace – Gallup
Half of employees have left their
job to get away from their manager
at some point in their career.
Employees whose managers hold
regular meetings with them are
almost 3X as likely to be engaged.
Managers account for at least
70% of variance in employee
engagement scores.
50%
70%
3x
7. TODAY’S PERFORMANCE
MANAGEMENT
The most effective approach is when
performance is connected to an employee’s
day-to-day work
It is an ongoing process of:
1. Goal setting
2. Performance discussions
3. Feedback and recognition
4. Development planning and supporting a
learning organization
5. Enabling and developing great managers to
drive employee satisfaction and
contribution
Performance
Discussions
Development
Feedback &
Recognition
Goals1.
2.
3.
4.
Managers5.
7
46. LEADERS AND EMPLOYEES EACH PLAY A PART
Goals & Expectations
Leader Driven
Establish challenging, yet
attainable performance
expectations
Check in on progress against
goals; coach and adjust as needed
Growth
Employee Driven
Leader Enabled
Move development ownership
to the employee – drive
discussions and actions
Leader provide opportunities
to develop
Feedback
Leaders and Employees
Give and request feedback
in a timely manner
Build a culture of ongoing
feedback and recognition
throughout the organization
46
47. Development
Talk about my
career growth
Goals
Help me stay
focused and
aligned
Recognition
My success is
celebrated and I
feel valued
Feedback
and coaching
What’s going
well and where
can I have a
greater impact
As an employee...
48. As a manager...
Development
Helping employees
reach their full
potential
Goals
Insight into
progress
and
challenges
Recognition
Celebrate
success to
inspire and
motivate
Feedback and coaching
Offer real-time feedback
for positive outcomes
49. As an HR specialist…
Development
Preparation for future
succession needs
Feedback and coaching
Real-time opportunities for
adjustment
Recognition
Drive engagement
and motivation
Goals
Keep workforce
aligned to
organizational
direction
52. TIPS TO KEEP IN MIND WHEN
GIVING FEEDBACK
1 Be authentic
2 Be forward-focused
3 Be objective
4 Be positive
1 Be respectful
2 Be specific
3 Be timely
53. HOW TO RECEIVE FEEDBACK LIKE A CHAMPION
1 Stop your first reaction
2 Remember the benefit
of getting feedback
3 Listen for understanding
1 Say thank you
2 Ask questions to
deconstruct the feedback
3 Request time to follow up
Source: Bradberry, T. (2012), Taking Constructive Criticism Like a Champ, Forbes.
54. OUR MINDSETS CAN INFLUENCE HOW
WE RECEIVE FEEDBACK
Fixed (“Judgers”) Learner
Know-it all mindset Beginner’s mindset
Reactive and automatic Responsive and thoughtful
Biased observer, judgmental evaluator Unbiased observer and reporter
Often problem-focused Solution-focused
Win-lose relating Win-win relating
Mainly focused on what’s wrong Mainly focused on what’s right
Inflexible and rigid Flexible and adaptable
Assumes resources and possibilities are scarce Assumes resources and possibilities are unlimited
Feedback seen as rejection Feedback seen as helpful (a gift!)
Consider change dangerous and resists it Accepts change as a constant, embraces it
Basic mood: protective and defensive Basic mood: curious and open
Sources: Carol Dweck (Mindset) & Marilee Adams (Change Your Questions Change Your Life)
55. COME WITH AN OPEN MINDSET
Fixed: inner voice Learner: inner voice
“You don’t know what you are talking about” “What can I learn from this?”
“You try doing better next time!” “What can I do differently next time?”
“What about you? You’re not perfect either!” “What really happened here?”
“That’s not my problem” “What are the possible solutions here?”
“You are not better than me!” “Who can I talk to for help?”
“I’ll never get this right.” “How can we build on that?”
“I’m afraid of making a mistake.” “How can I do this differently next time?”
“Maybe my job is at risk! I better fight for it.” “What are other ways we can solve this problem?”
“You only focus on what I do wrong.” “Wow! I did not know that. How can adapt to be more
effective/happy?”
“This is not fair.” “How can I be more adaptive to change?”
“I need to be more secure with myself.” “What else do I need to make the best decision?”
Source: Elizabeth Lancaster, Blue Dot Strategy, Putting it All Together
57. TIPS FOR STRUCTURING 1:1 CHECK-INS
Structure the 1:1 to allow the conversation to flow naturally:
A. Top priorities and feedback populate the agenda
B. Review goal progress
C. Coach around obstacles
D. Discuss development
E. Celebrate success
58. PREPARING FOR YOUR MEETING
A. Set your own agenda
B. Update your goal status
C. Own your development
activities
D. Discuss career planning
E. Share feedback &
celebrate successes
60. CONVERSATION STARTERS
Where do I start?
• Open-ended questions are a great way build a rapport with employees
- Brainstorm
- Discuss change
- Understand each other
• Use the conversation starter questions to get you going!
• Foster engaging, meaningful conversation that builds trust