How Can One-on-One Meetings with Employees Influence Their Retention?

Finding talented tech specialists in the market is tough, but it’s even more challenging to retain them. For 10+ years of experience in the tech industry, I have seen plenty of examples of people quitting their jobs. And monetary compensation was not the main reason. Gartner offers the concept of the Human Deal Framework, which highlights what specialists really value, such as personal growth, deeper connections, or the shared purpose.

To keep the specialists satisfied, we tend to find instruments which help us focus on a happy medium between their aspirations and the company’s strategy. One-on-one meetings with employees perfectly deal with this task. Many overlook this approach, but I have experienced its effectiveness many times. Understanding its benefits and including it in the company’s culture may give you fruitful results in the end.

One-on-One as a Vital Component of High Performing Teams

One-on-one meetings with employees, regular syncs, or catch-ups — the name can differ, but the intention remains the same. Usually held between a specialist and their line manager, these regular meetings aim to benefit both. It’s a great way to address challenges in their role, ask for support, or share feedback. Such meetings also create an excellent ground for future growth and development.

The importance of one-on-one meetings with employees lies in the mutual communication, which covers various questions related to work and personal development. The latter is especially important for talent retention. If behind the working tasks there is space for development, your specialists will feel more motivated to work.

Benefits of a 1-on-1 with Employees

According to the State of the Global Workplace report by Gallup, as much as 85% of employees worldwide are not engaged at work. This number is enormous, which shows that the majority simply accomplish their main tasks and don’t strive for more. Based on my experience, the lack of employee engagement rests on the passive approach of the company itself. If you, as a manager, don't challenge your employees, don’t expect them to take initiatives on their own all the time.

One-on-one meeting with an employee helps to tackle this challenge. In Outstaff Your Team, we set up milestone syncs throughout the year. They are especially needed for a new specialist who has just onboarded. But we continue with them, although less frequently, during the year to address the alignment of performance management and business strategy. I would define these key benefits:

• Understanding and eliminating roadblocks in the working process;

• Checking on the overall well-being of the team member;

• Providing updates on ongoing projects and checking whether any support is needed;

• Defining further steps for personal growth;

• Strengthening the relationship and communication within the team.

  
  

Now, if we look from a specialist’s point of view, will it be as beneficial as it is for us, managers?

Changing the Roles: 1-on-1 Meeting with a Manager

Not only have I gathered feedback from my team, but was also on the other side before. Believe me, meeting one-on-one with a manager does make a difference. Specialists want to express their new ideas, they want support and recognition. Addressing their needs during a one-on-one meeting helps close the gaps and directly impact their retention. What benefits do they see in continuous support?

• Creating safe space to express new ideas and propositions;
• Defining yearly or monthly milestones for personal growth and engaging in new challenges;
• Proactively seeking help with ongoing work and solving issues among team members;
• Prioritizing tasks, focusing on work-life balance;
• Creating the sense of belonging to the team and the feeling of being valued and respected.

Effective one-on-one meetings take place regularly and create a trustful ground for all sharing. In my team, we endeavor to motivate our tech professionals and stick to the competence curve.

Talent Retention and the Role of a 1:1 in It

Talent retention is like a successful outcome that emerges as a result of meeting everyone’s expectations. With my team, we focus on where on the competence curve the specialist is currently on to understand which support we can provide. We differentiate four main stages:

• Unconscious Incompetence. At this stage, the tech specialist has just started working in a company, and they have strong confidence in their knowledge. However, as newbies in the company, they can still miss some skills. At this phase, regular one-on-one meetings with a manager are especially important, at least for 1–3 months.

  
  

• Conscious Incompetence. As a tech specialist continues to work, they understand what skills they lack and what competences they can still acquire. A 1-on-1 meeting with a manager is meant to solve all the challenges. During the sync, you can give emotional support, define the struggles, and come up with a mutual solution.

  
  

• Conscious Competence. After 7–9 months in a new position, the specialist seems to have overcome all challenges and shows mastery in their job. The competence curve levels up, showing the working stability. At this moment, it’s critical to keep organizing 1-on-1 with employees. We check their overall well-being and shape plans for the future.

  
  

• Unconscious Competence. After 1 to 2 years in their role, a developer reaches their peak. They perfectly deal with their tasks in a way that they can even train others. At this level, it’s important to keep the track and engage the specialist in new more challenging projects. Development and growth milestones will add motivation to the working routine.

Your One-on-One Meeting with an Employee: What’s on the Agenda?

Before setting up your catch-up, ensure you create a relaxed environment where everyone can express themselves. The meeting is not a ground for managers discussing employees with other employees. It’s rather a friendly conversation between two sides.

Depending on the time a specialist is in their role, the questions, and the focus of the conversation will differ. The core minimum of topics that I stick to in 1:1 between managers and employees includes:

• Work progress. You typically check the milestones you defined with the specialist before. I see it as an opportunity to check if an employee requires any support or needs to prioritize some deadlines.
• Personal growth and career goals. Even if the goals are set for the whole year, it’s a great opportunity to check smaller milestones during the catch-ups. Once divided into smaller steps, the goal is more likely to be achieved.
• Feedback and recognition. During syncs, this part works in two ways, for you as a manager, and your employee. Feedback is important for future improvement, while recognition keeps a specialist motivated.
• Personal check. Work-life balance is critical. Regular syncs allow reducing levels of stress, reorganize ways of working, if required, and improve the mutual relationship. You just need to speak up.

Win-win for Both Sides

Regular catch-ups proved to be one of the basic components for cultivating positive culture among the tech teams. In the long run, they go beyond a professional relationship. They strengthen personal communication and contribute to the general well-being of the team members. As a result, employees are more satisfied, don’t think of changing their jobs in the foreseeable future, and find value in contributing to a company’s success.