My Take on One on One Meetings Vs. Performance Reviews: Do we really need both?

While there are many different ways to conduct employee check-ins and provide feedback on performance, we are going to review two of the most commonly used methods and if it’s necessary to have both.

My hope is that this will provide you a little clarity regarding the difference between one on one meetings and performance reviews, with my opinion thrown in just for fun 😊

Now full disclosure, I am not the biggest fan of performance reviews.

In fact, I could have titled this post “One on One Meetings vs. Performance Reviews: A former HR Manager’s completely biased review”

I have been on all sides of performance reviews; designed them, trained managers on them, conducted them myself, and reviewed them for entire companies.

So, I have a very solid understanding of them and why they’re used.

What I am a fan of is setting clear expectations and direction, then providing regular feedback and coaching for genuine growth. And my preference is to do that through one on one meetings. I am team one on one meetings all day, every day. I will die on this hill.

If you need more proof of my love for one-on-one meetings, check out the two videos I made here and here and download my Guide to One on One Meetings.

But regardless of my thoughts, in many workplaces both are a reality, and neither are optional.

So, let’s dig in!

One on One Meetings

One of the biggest contributors to you truly knowing what your team needs and building and maintaining a solid relationship with them is having regular one on one meetings.

They are fundamental to you leading your team and individual performance effectively. They contribute to a positive work environment, improve communication, and boost morale.

An essential aspect of these meetings, and a key distinction from performance reviews, is that they are employee led meetings.

What does that mean?

That means that, while it is definitely a two-way conversation, your team member is guiding the conversation with topics they need and want to discuss. They are bringing their thoughts, ideas, questions, concerns to the table to discuss with you. This is their time to ask for any support, resources, tools, or seek any clarity they may need to perform their job effectively.

This is your time to listen and offer input, guidance, and feedback.

This is not a time for a status update or a performance review. If this starts to happen, you may find you loose engagement fairly quickly.

These meetings are held regularly, most commonly weekly and bi-weekly, although they can also happen monthly, quarterly, or even daily. So, they are definitely a time commitment but require much less prep, if any, than a performance review does. The key here is to ensure they are happening regularly and you and your team is consistent with attending them.

Performance Reviews

Consider this review to be foundational to all your other performance related conversations you’ll have throughout the year, including your one on one meetings.

The purpose of a performance review is to provide a big picture assessment of an individual’s performance. This is where we bring it all together from the last year (or since the last review) and review performance then set expectations for the next review period.

These are manager led meetings and there is typically a lot of prep work that goes into these reviews and meetings. In addition, depending on the size of your organization, you may need to summarize with a report or recommendations for head office and/or HR. Promotions and pay increases are typically based off performance reviews and how well and individual performs.

During these meetings you will discuss and individual’s performance, review all the goals they met or areas where they really excelled, assess areas where they may have challenges and what they need to improve, set new professional goals, and ensure those goals support any company goals or targets.

Basically, you are setting goals and expectations during this meeting and basing whether or not your team member is performing based off that review.

There are several different types of ratings including numerical, alphabetical, percentages, tiered (does not meet/meets/exceeds expectations), and conversation based (my preference…if I liked performance reviews).

The above ratings are based on predetermined criteria on various performance areas like communication, teamwork, accountability, quality of work, and other job specific responsibilities.

Performance Reviews typically take place once or twice a year and this is usually a fairly busy and somewhat stressful time for a manager. As mentioned above, there is a substantial amount of prep work that goes into performance reviews compared to one-on-one meetings and each review requires an individual meeting with your team members.

Quick Summary

Are Both Necessary?

Both meetings have pros and cons. Both benefit the employee and the company. When done properly they can compliment each other quite well.

So…do we really need both?

In my opinion, no. To the surprise of no one, my opinion is no.

I think you can have a greater impact on an individual’s performance, experience, and growth with meaningful conversations in regular one on one meetings

And the thing is, I believe most people truly want feedback on how their performing. They want to know if they are doing a good job, if they’re meeting expectations, and if they are improving on their skills.

With regular meetings you are able to give feedback, support, and guidance in real-time.

Performance reviews typically come in an outdated model and are rarely executed effectively. They are a lot of work to execute and they typically are not well received. Raise your hand if you like to be graded on your performance…(my hand is not raised).

They are intended to be a two-way conversation, but the outcome is more or less decided before the review takes place.

While I don’t believe you need both, the reality is it depends and ultimately you may be required to do both.

If that’s the case, when it comes to performance reviews, I would suggest that you follow whatever guideline you are given but really focus and emphasize the goal setting aspect of the reviews. Use them to their full advantage with lots of input from your individual team members.

If you are a new manager in a position where the choice is yours on what to implement, I would suggest you try regular one on one meetings with your team. Need help? I’ve created a guide available for you below.

I hope this article has been helpful to you and provided some clarity to you as you transition into your leadership role.

Happy Leading!

Emily