One to one meeting: A guide for managers and HR teams

A one to one meeting can be one of the most valuable parts of your working week when they’re done well.

Whether you’re in HR or managing a team, these regular check-ins give your employees the space to talk honestly, feel heard and stay motivated.

They should go beyond just tracking work. Use them to give people an opportunity to build trust, raise concerns early and focus on their personal growth.

In this article, we walk you through what makes a great one to one meeting, how to run them effectively, and why they matter so much—especially in small and medium-sized businesses where every conversation counts.

Here’s what we cover:

What is a one to one meeting?

A one to one meeting (also written as 1 on 1 or 1:1) is a private, recurring conversation between a manager and their direct report.

If your employees ask, “What’s the purpose of 1-on-1 meetings?”, remember it’s not supposed to be used as a performance review, nor just about getting updates on tasks.

It’s a space for open, honest dialogue about anything that matters to the employee—whether that’s workload, wellbeing, goals, challenges or something else entirely.

It should be thought of more as a standing date in the diary where an employee has your full attention. And it can often be one of the few moments where everything else gets paused and the focus is entirely on them.

These meetings are especially important for creating psychological safety in your team.

When people know they have a safe space to talk regularly, they’re more likely to raise concerns early, seek help when they need it, and feel more engaged in their work.

How to run a one to one meeting

There’s no perfect formula but a few best practices can make your one to ones much more meaningful.

First, consistency matters.

Whether you’re meeting weekly, fortnightly or once a month, keeping to a regular rhythm helps to build trust. It shows the meeting is a priority, not something that gets bumped when things get busy.

Make time for it properly.

Half an hour is a good place to start, but the key is to give the person your full attention. That means not checking emails during the call or meeting, and not ending your time early so you can rush straight into another meeting.

The most impactful one to ones are collaborative.

As a manager, you might suggest a structure, but the employee should feel comfortable shaping the agenda too.

Invite them to bring the topics they want to talk about. This helps to make the meeting work like a two-way conversation, rather than a status update.

And perhaps most importantly, really listen.

The most effective one to one meetings aren’t the ones where a manager offers loads of advice. They’re the ones where your employee feels heard, supported and empowered to act.

After the meeting, it helps to write a quick summary of what you discussed and anything you agreed to follow up on.

It doesn’t need to be formal. Even just a short note or email can help you both stay aligned.

One to one meeting agenda: What to include

You don’t need a long, rigid structure to have a productive conversation. But having a rough agenda can help both parties come prepared.

Here’s what you can do:

Check-in

Most meetings start with a simple check-in. This could be as casual as asking how someone’s week is going.

A few minutes of small talk might seem unimportant but it often sets the tone for a more relaxed and open conversation.

Workload review

Talk through current projects, upcoming deadlines or any blockers. Not in a micromanaging way, more of a chance to ask how things are going, whether they’re facing any blockers, and if there’s anything they need help with.

Development and goals

Ask about their longer-term aspirations.

Are they working towards any development goals? What skills do they want to build? Would they like to try something new?

This is where one to one meetings really shine. You’re not just talking about the day-to-day. You’re supporting someone’s long-term growth.

Feedback (both ways)

Ideally, this should go both ways.

You might share something they’ve done well or an area to develop. And just as importantly, ask for feedback yourself.

Questions such as, “Is there anything I could be doing differently to support you?” help normalise the idea that everyone can improve, even managers.

Wrap up and actions

Before you wrap up, take a minute to agree any next steps.

Maybe you’ve promised to find budget for a course, or they’ve said they’ll send over ideas for a project.

Making a quick note of what you’ve both committed to helps to keep momentum going between meetings.

What kinds of questions should you ask?

One to ones shouldn’t feel like an interrogation. But a few thoughtful questions can help spark a more meaningful conversation.

You might ask about highlights from the past week, or whether anything’s felt particularly challenging.

It’s also worth checking in on how someone’s feeling in general—not just about work, but about how they’re managing their workload, stress levels or anything else affecting their wellbeing.

When it comes to development, open-ended questions work well.

For example, “Is there anything you’d like to be doing more of in your role?” or, “What would make this job more fulfilling for you?”

These kinds of questions help people reflect on what motivates them and what might be missing.

And if you’re looking to build a culture of feedback, asking things like, “What’s one thing I could do better?” creates space for honest, constructive dialogue.

Tried-and-tested 1-on-1 questions to ask employees

• What’s been going well lately?
• Is there anything you’re struggling with?
• What would you like to spend more time on?
• Do you feel like your work is recognised?
• What’s something I could do to support you better?
• Is there anything in your role you’d like to change or develop?

Benefits of one to one meetings

When done right, one to one meetings can transform your workplace culture.

Here’s why they matter:

• They build trust: regular check-ins show your people that you care—not just about their output, but about them as a person.
• They reduce issues before they escalate: by creating space for honest conversations, you can surface problems early, whether it’s burnout, interpersonal friction or something more serious.
• They boost engagement: a Gallup study found that managers who hold regular one to one meetings see 3x higher engagement on average.
• They support career growth: people want to grow and one to one meetings are a great time to talk about what’s next.
• They make feedback feel normal: rather than saving everything for formal reviews, one to ones create space for continuous feedback, both positive and constructive.

How regular one to ones can shift culture

Let’s imagine a small HR software company with around 40 employees.

The leadership team starts to notice a recurring theme in exit interviews: people are leaving because they feel unclear about their development and disconnected from their managers.

To address this, they decide to introduce structured one to one meetings across the business.

Every manager books a regular monthly slot with each team member, and they use a shared agenda doc, where both the manager and the employee can add discussion points in advance, whether it’s about workload, wellbeing or longer-term goals.

After a few months, there’s a noticeable shift.

Managers feel more in tune with their teams. Employees feel more supported. Conversations that used to get lost in the shuffle of busy schedules are now happening regularly and leading to small but meaningful improvements.

While this is a made up example, it mirrors what lots of small businesses go through.

When you give people the space and time they need to talk—and truly listen to what they’re saying—you often unlock the kind of culture change that no tool or policy can achieve on its own.

Final thoughts

If you’re in HR or managing a team, one to one meetings are one of the best tools you have to support people, build trust and drive performance.

They don’t need to be long or formal. They don’t need a fancy framework. But they do need to happen regularly and be treated as a priority, not an admin task.

Performance management tools can help you here for scheduling your one to ones and ensuring they run smoothly. You can also access templates and they’re the ideal place to record key insights over time.

Make the space.

Ask the questions.

Really listen.

And you’ll find that your people feel more supported, more motivated, and more likely to stick around.

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