From the employee side- I HATED weekly scheduled one on ones. That’s way too frequent and interrupted my workflow. I would say at max once a month, though I could see longer time frames depending on the person- every other month, every three or every six (the max it should be). Honestly, I think it depends on the employee, and maybe depends on where they are at in their career. I’d probably review the frequency every six months.
Scheduled is probably a good so that employees know they have time with their manager, and can prepare. Be absolutely clear about what it is for. I had one manager who clearly started them because he wanted to start controlling and micromanaging us, and I hated that. The agenda that I prefer is a free form discussion of what ever the employee wants to talk about, maybe with a few prompting questions- How’s the work/life balance, how’s the stress level, anything bugging you, where do you want to go in your career. I don’t want it to be status updates (where are you at on this project, etc) because those are for team meetings or I can approach my manager separately as needed instead of waiting. I can certainly fill in more details about my experience if you need it. I hope that helps! > On Jul 7, 2016, at 17:22, Esther Schindler <[email protected]> wrote: > > Once again I'd like your input. I like to think the subject is interesting > enough that you'll enjoy responding. > > This obviously isn't networking-related, but it certainly is germane to > techies. Or, really, to anyone who works in a corporate environment. > > I’m writing a white paper that aims to give advice to creative workers (and > to software developers in particular) about how to do one-on-ones well, in a > way that benefits everyone (manager, employee, company… heck, the whole > world). Fortunately, this isn’t a short piece, so I have some room to spread > out. And I'd like your input (privately or publicly). > > The key question: What should people know about manager-and-worker one-on-one > meetings? > > What do you wish your manager or employees had understood? What did you > appreciate when they did? > > Among the topics I’m going to cover: why one-on-ones are important; what dire > things happen when you don't do them, or don't honor that process; how the > one-on-one is different based on your roles (manager/peon, client/consultant, > mentor/mentee); logistics and timing; what you should expect to talk about... > and NOT to talk about; real life examples (and lessons to take away from > them); judging success. > > I’d love to hear from you about your advice and experience with one-on-ones – > both the good ones and (even more valuably) when things did not work ideally. > Tell me your stories. Anecdotes are awesome. If they happen to fit in any of > the categories above, that’s groovy; if not, that’s cool too. > > You don’t need to be an “authority” on HR or doing one-on-ones. I want > real-world experiences! > > It's completely okay to be anonymous; the point here is to share advice. > Though if you would like to be quoted, that's do-able. (Context does help; if > you've managed developers for 12 years readers will get a different > perception than for someone on her first job.) > > --Esther > twitter.com/estherschindler > _______________________________________________ > Discuss mailing list > [email protected] > https://lists.lopsa.org/cgi-bin/mailman/listinfo/discuss > This list provided by the League of Professional System Administrators > http://lopsa.org/
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