How to deport constructive 121 meetings

Jackie Watson MCIPD

Jackie Watson MCIPD

HR Manager

Published May 11, 2016

In the corporate world, annual appraisals accept long been a fact of working life. But research suggests that the days of the yearly performance review are numbered.

What seems to be more effective is the movement towards a continuous feedback culture, rather than relying on an annual grab-upwardly to improve performance.  A large majority of employees need to know how they are doing on a regular basis and to experience appreciated when they are doing a adept chore, but likewise need to know when they are not so that they tin improve their performance. If regular 121s become the norm, working relationships will ameliorate and issues that in the past may have been left to escalate, will exist addressed more than speedily and effectively.

So, how exercise you get the most from your 121 meetings?

Fail to Gear up = Prepare to Neglect!

Have a list of things you wish to discuss with your employee and requite them an agenda before you meet so that they tin prepare their responses to the points raised. If you lot don't prepare, you may waste product more time discussing subjects that are irrelevant and start the meeting on the wrong foot with the employee if there are some issues raised that are a complete surprise to them.

During the Meeting

  • Ask open questions to encourage the employee to speak more than freely, such every bit "How do y'all feel things have been going?"
  • Actively listen to what they're saying to you – concentrate and then that y'all sympathise where they are coming from and demonstrate that you're interested in what they accept to say.
  • Provide feedback on instances of unsatisfactory performance or bear by explaining the trouble, listening to the individual's side of the story, and explaining what improved performance/acquit should wait like and how it can be achieved. Any feedback should exist based on fact, non subjective stance and ideally backed up with testify and examples. If there'southward something you're non happy with, constructive criticism ever works best, for example "I feel you are doing xxx well but you could better on thirty".  Feedback works all-time when there is an agreement about what went wrong and an emphasis on putting things right, rather than censuring by behaviour.
  • Ready SMART (Specific, Measurable, Doable, Realistic, Timebound) objectives, for instance:- "To generate an income of £5,000 on the thirty project past the next quarter.  The willingness and power of individuals should also be considered when setting objectives, as what is piece of cake for one person may seem very difficult to another.
  • Achieve the right level of challenge during the meeting; as well much or too little tin both be harmful.
  • Ensure you follow up on whatever deportment agreed, including support offered to assistance them achieve their objectives.

After the Meeting

  • Ship written confirmation of what was discussed including any deportment agreed. This is important to help monitor progress for each of your employees and for them to reflect on what has been discussed and agreed.
  • Adapt a date for the side by side 121 to review any objectives or actions gear up.
  • Follow upwardly before the next meeting to define progress towards objectives/actions and define whether whatsoever further support is required.

So, why do and then many managers not conduct regular 121s with their staff? Lack of time is the near mutual reason, however, if they are structured well, they will save time. Because employees know they accept some defended time with their manager, they volition agree non-critical issues until the 121, instead of raising them whenever they have the chance, so interruptions are significantly reduced.

 Therefore, rather than viewing 121s as a waste of your time, you should encounter them equally a motivational tool, as the employee volition feel listened to and appreciate having regular feedback, merely they will also help you lot make that transition from fire-fighting to genuinely managing and developing functioning.

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