The Power of One-on-Ones in Boosting Employee Engagement
Written by Lorraine Medici
The Power of One-on-Ones in Boosting Employee Engagement
Studies show that 70% of the variance in employee engagement is directly influenced by just one factor: the employee’s manager. Even more concerning, 50% of Americans have left a job to escape a bad manager, reinforcing the idea that people don’t leave companies; they leave managers.
While bad bosses are common, a bigger issue may be disengaged managers—those who see their role as merely delegating tasks and monitoring deadlines. These managers miss crucial opportunities to build deeper connections with their teams, resulting in disengaged employees.
The Role of One-on-Ones in Employee Engagement
Managers who engage regularly with their employees—through one-on-one meetings—can significantly increase morale, productivity, and retention. Employees who feel heard and valued are more likely to be engaged and motivated. To foster these personal connections, managers need to schedule regular one-on-one sessions with their team members.
These meetings help managers understand what drives their employees, their frustrations, strengths, and challenges. More importantly, they create an open space to discuss problems, develop solutions together, and foster a culture of continuous improvement.
The Business Case for One-on-Ones
If you’re still uncertain about the value of one-on-ones, consider this: Employees who regularly engage in one-on-one conversations with their managers are three times more likely to be engaged at work. Companies like Adobe and GE have reaped significant benefits from implementing structured one-on-one sessions—Adobe saw a 30% drop in voluntary turnover, while GE experienced a fivefold increase in productivity.
Defining Effective One-on-One Meetings
Many leaders struggle with one-on-one meetings, often due to misconceptions. Some view these sessions as opportunities for negative feedback, while others believe they’re unnecessary because they “already talk every day.”
However, one-on-ones are dedicated, focused time for leaders and employees to build rapport, exchange feedback, and discuss the employee’s development. These proactive conversations are key to employee growth and engagement. The goal is not only to address immediate challenges but also to create an ongoing dialogue that supports long-term development.
Key Areas to Cover in One-on-Ones
- Tracking Performance: Regularly check in with your team to ensure they’re meeting goals. Use SMART goals to track progress and focus on what motivates or demotivates employees. Addressing performance regularly—rather than waiting for annual reviews—enables timely course correction and improved outcomes.
- Personal and Professional Development: Discuss what your employees want in terms of growth. With 87% of millennials valuing development opportunities, it’s essential to explore their aspirations within the company. Partner with them on their journey, rather than imposing your expectations.
- Team and Organizational Coaching: Help employees understand their role within the team and the broader organization. Ask questions about their feelings towards the team, their role, and what they believe could be improved. This collaborative process strengthens trust and improves team dynamics.
Using the Discovery, Insight, and Action Framework
To structure productive one-on-ones, use the Discovery, Insight, and Action framework:
- Discovery: Start by asking questions about the employee’s current challenges and priorities. Questions like, “What’s top of mind for you right now?” allow employees to guide the conversation and take ownership of the discussion.
- Insight: Encourage employees to reflect on the root causes of successes or challenges. Prompt them to think critically with questions such as, “What’s specifically keeping you up at night?” or “What’s driving this project’s success?”
- Action: Help employees turn insights into actions. Ask questions like, “What have you tried so far to resolve this?” and “What will you commit to doing in the next two weeks?” This step encourages accountability and drives problem-solving.
Avoiding Common Pitfalls in One-on-Ones
- “We talk every day” syndrome: One-on-ones are intentional, focused conversations, separate from day-to-day exchanges.
- Skipping meetings: Delaying one-on-ones sends the message that your employees’ time and thoughts aren’t valued.
- Ignoring feedback: Honor both your employees’ time and their feedback. Follow through on action points to encourage accountability on both sides.
- Talking too much: Effective one-on-ones are about listening. Focus on understanding your team members through thoughtful questions rather than directing the conversation.
- Treating it like a performance review: One-on-ones are continuous, with regular check-ins on progress and challenges. Don’t reserve all feedback for the annual review; that’s merely a recap.
Master Your One-on-Ones with Frontline
Effective one-on-ones are essential for leaders who want to drive employee engagement and development. With the right tools and strategies, these meetings can be a powerful part of your leadership approach.
For more tips on conducting impactful one-on-ones, join us at Frontline’s free webinar, where we explore how these sessions can boost engagement and retention. Contact us to learn more about tailored solutions that can help you become an Employer of Choice and propel your team to new heights.
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About the Author
Lorraine Medici
Lorraine Medici joined Express Employment Professionals in 2014 as the Director of Training and Development. Lorraine has extensive experience as a coach and workshop facilitator in the areas of leadership and team building, working closely with companies to strategize solutions that will impact long-term results in engagement and retention. She has successfully launched Purpose-Driven Leadership Training , a series targeted at helping develop managers and leaders at all levels in manufacturing and other industries. Additionally, she facilitates the on-going training series, Breakfast with Purpose, to bring current and relevant education to organizations. As a professional development coach, Lorraine also works alongside leaders and teams to overcome interpersonal or performance challenges. She is certified to train DISC, Situational Leadership and Emotional Intelligence (EQi 2.0), and an Associate Certified Coach and Master Practitioner for the ELI Assessment.