Tag Archives: performance reviews

How am I doing?

fun at workConducting effective 1:1 meetings

Never under estimate the impact of sitting down regularly with each member of staff on a one to one basis.

Whether you call them “one to one meetings”, “reviews” or simply “chats” really doesn’t matter; the important thing is that they happen.

And regularly.

But, why would you want to have these if you see your team members every day and give them feedback as you go?

Because they provide an opportunity for a private discussion, to raise points which you may not want others to hear, and for them to raise things they might not want everyone else to hear.

They also provide that window of time to focus on them:

  • not just you telling them how they’re doing,
  • but allowing them the opportunity to tell you how they think they are doing.
  • and to listen to their ideas, questions, concerns and suggestions

 

Your aim should be:

  • To motivate your team members to either continue or sustain good performance
  • For team members to feel confident that they have the ability and support to fill any gaps where they need development.
  • It’s an opportunity for them to have their contribution recognised – not just performance, but have their ideas heard.
  • It devotes time to set direction and goals for the coming weeks.
  • The net result should be an enthused and motivated employee who knows what they should be focusing on, and how this will contribute to the business.

Two-way

I often hear of managers spending literally hours preparing for the meetings, then finding themselves having to work twice as hard to get the employee to contribute their ideas and views to the meeting. One to ones are as much for their benefit as yours, so ask them to take some responsibility for the preparation too.

There may be things they’ve done that are worthy of comment, which you are oblivious to; remember you don’t see them every minute of every day they are at work. So ask them to plan what they would like to discuss.

  • Ask open questions to get their ideas on performance and how to move forward.
  • Use the AID* model for feedback: They’ll still want your view on performance
  • Ask for their views
  • Offer support: If there are shortfalls you need to understand why, and then help bridge that gap.

3 core questions

As a minimum you may like to consider these 3 questions:

  • Achievements
  • Shortfalls
  • Focus
  1. Achievements

    What successes or achievements have you had this month or what have you done this month that you’re proud of?

  • What have been your top 2/3 successes?
  • What have you accomplished towards this year’s goals?
  • What has gone particular well for you this week/month/period?
  • What have you been particularly pleased with?
  • What have they achieved towards pre-determined goals, targets, KPIs, etc.

Start on a positive and is an opportunity for the employee to blow their own trumpet.

Of course if these are things you’ve spotted too this is your opportunity to give praise where it’s due, and reinforce their success.

This is a time when you might discover other strengths or successes that you’ve been previously unaware of, so take note and ask for examples if you need to.

Ensure you build on their successes and discuss how they can do more of this or emulate this in future. (See the AID model)

Compliment them, tell them why you value their contribution, focus on strengths.

  1. What’s not gone so well?

What disappointments or frustrations?

  • If you had a magic wand, what would you change or do differently?
  • Where have you fallen short against this month’s goals/KPIs?
  • What hasn’t gone to plan?
  • What have you been disappointed with?
  • What have you set out to do but it hasn’t yet happened?

Sometimes people will be very hard on themselves, and even if people have not done everything you’ve asked of them, when they are identifying this for themselves it’s a lot easier for both of you to have that conversation.

How have they gone about this? Something may have given a good result at first glance, but it’s all very well achieving all their targets but not so good if they’ve upset colleagues or customers along the way.

Look at this as an opportunity to learn, so discuss what got in the way and how to overcome this in future. This might need some more support or training from you or additional resources.

  1. Where’s the next focus?

What do you feel needs to be your number 1 focus for the coming month?

Alternatives:

What needs to be the focus for the coming week/month/period?

This is your opportunity to look ahead and either set some goals for the forthcoming period or to summarise any development that has been identified as result of the previous 2 questions.

  • What needs to be focused on or addressed, and what support or development do they need to do this

At the end of the meeting ask if they have anything to add.

Summarise theirs and your actions, record and agree next review date.

If there needs to be more commitment or input on their part ask them to do the summarising. This way you know there is at least an understanding of what’s expected over the coming period, and an opportunity to set this straight if their interpretation is different from yours.

If you simply ask the 3 questions on a regular basis over time your team will get used to you asking these and as time goes on hopefully they’ll be more prepared for each question giving it some thought prior to your meeting.

Over time your team will get used to you asking these and as time goes on hopefully they’ll be more prepared for each question giving it some thought prior to your meeting.

Their preparation obviously doesn’t let you off the hook altogether, but if they are well prepared it will certainly reduce the amount of time needed in the meeting to achieve the same result.

In part 2 we’ll look at some tips for getting started on 1:1’s and how to get the most from them.


Getting your team on board for their performance reviews.

Getting them on board for a staff one to one.

One to ones should be a two way discussion. Ask open questions to get their ideas on performance and how to move forward.

When giving feedback on their performance use the AID model:

  • A  Action what they did – i.e. what you have seen or heard (back this up with examples, focus on actions not on your interpretation or their intentions)
  • I  Impact – what has that achieved, or what impact has it had on the business, the department, the guests, or themselves
  • D  Development – what can they do to build on this, or do differently to improve or perfect, and how you can support them

Ask for their views, not only on their performance, but what support they need, what could be improved in the business, what feedback they have had from guests, their suggestions for future objectives. And be prepared to listen to their answers and probe for more detail or examples if you need to so you fully understand what they are saying.

Remember, if people’s previous experience of one to one meetings up till now has been bad or at best just a waste of time, it can take time to build trust before these can be totally honest exchanges. Start by asking the questions above, or similar, and use this as a starting point to get the discussions going.

 

Where to begin

If you aren’t already conducting regular one to ones now might be a good time to start.

Begin with the end in mind.

Use your first meeting to establish (jointly) their goals and KPIs if you don’t already have these in place.

So, get your diary out and get these in your diary. You know if you don’t they’ll never happen!



Planning your team one to ones.

What’s on the agenda for your staff one to ones.

The agenda doesn’t need to be written in tablets of stone, but it’s good to follow a basic structure so you both know what to expect and can plan accordingly. Linking back to your objectives there are some key elements to include, all of which can be structured around the questions yesterday. It’s far better to home in on one or two areas at each meeting so you can go into some depth, than covering everything superficially and covering the same ground each time.

What have they achieved towards pre-determined goals, targets, KPIs, etc.

How have they gone about this – this is where you might also look at their behaviours too. It’s all very well achieving all their targets if they have upset colleagues or guests along the way.

What needs to be focused on or addressed, and what support or development do they need to do this

A summing up and agreement on actions moving forward, with some measurable goals and clear direction

 

Time and place

One to ones should be scheduled so both of you can plan for them and around them, and fully prepare. And nothing smacks more of “I’m not valued” than one to one meetings being continually cancelled for the slightest reason.

I’m often asked how often and how long should they be. There is no hard and fast rule, but allow on average a minimum of an hour per month per person, longer for roles with more responsibility. So if you conduct them monthly then set aside at least an hour for each, plus preparation time. If logistics mean that you can only meet once every 2 months, then allow two hours.

Either way allow sufficient time so that neither of you are rushed or distracted by imposing deadlines e.g. prior to your main service times for F&B staff. Think also of their state of mind at the end of a very busy shift.

Avoid the fish bowl type of office or public areas. You want a free and open discussion, and you’ll not get this when there’s a fear they’ll be over heard or others can see their reactions to any sensitive issues raised.

Now the scene has been set for a really good one to one, now all you need to do is to get them on board with it too, and this is what you will read about tomorrow.



Do you dread staff one to one review meetings?

Why are ‘One to Ones’ so valuable for you, your staff, and your business…..?

1to1 reviews do you dread your review meetings

Some see staff 1:1 reviews simply as a chore. Never under estimate the impact of sitting down with each member of staff on a one to one basis.

A good starting point to get the best from them has to be identifying what you want to achieve from the meetings.

Your aim should be to motivate your team members to either continue or sustain good performance and to feel confident that they have the ability and support to fill any gaps where they need development.

It’s an opportunity for them to have their contribution recognised – not just performance, but have their ideas heard. And finally it devotes time to set direction and goals for the coming weeks.

The net result should be an enthused and motivated employee who knows what they should be focusing on, and how this will contribute to the business.

Finding the time for your staff one to ones.

One of the common concerns I hear is that the process is time consuming, particularly when you have 8 – 10 people reporting to you. Well, ask yourself this – how much time potentially will you need to spend rectifying things if you don’t take that time out with them?

I often hear of managers spending literally hours preparing for the meetings, then finding themselves having to work twice as hard to get the employee to contribute their ideas and views to the meeting. One to ones are as much for their benefit as yours, so ask them to take some responsibility too for the preparation.

3 questions

There may be things they’ve done that are worthy of comment, which you are oblivious to; remember you don’t see them every minute of every day they are at work. So ask them to plan what they would like to discuss. As a minimum you may like to consider these 3 questions:

  1. What successes or achievements have you had this month or what have you done this month that you’re proud of?
  2. What disappointments or frustrations? Or if you had a magic wand, what would you change or do differently?
  3. What do you feel needs to be your number 1 focus for the coming month?

You don’t need to use this wording, but you get the gist.

Their preparation obviously doesn’t let you off the hook altogether, but if they are well prepared it will certainly reduce the amount of time needed in the meeting to achieve the same result.

The preparation is key for these meetings, so in the next post you can read my thoughts on how to ensure a good agenda and the right environment which helps with the process of getting on track for a good meeting.

Continue to the next post for tips on planning your one to ones…