It is expected that managers will meet regularly with their staff throughout the year, providing on-going feedback through informal one-to-one discussions.

These should focus on day-to-day activities, providing two-way updates or guidance on how to progress work. They can also be an opportunity to recognise achievements, raise issues, review development needs or discuss career plans.

They should not be about micro-managing, but about:

• being accessible to staff
• having regular contact
• talking openly about expectations, workload, wellbeing, development and support

The frequency and duration of meetings will vary between individuals depending on their experience, level of skill, motivation and appetite for feedback and discussion. Managers will know their team members and whether they respond best to informal conversations or more formal scheduled meetings.

The University approach to developing a performance culture requires regular communication and inputs and is not restricted to the annual formal performance and development review.

This could include:

• informal review meetings
• written self-assessment progress updates
• reviews of departmental and individual objectives driven by changes
• targeted reviews where there are concerns regarding performance.

Most people will require more support when they are new to a role or going through a particular transition, such as returning to work after a period of absence or joining a new team.

Where formal review stages exist (as is the case for staff in their probationary period) these should be supplemented with interim discussions to maintain the appropriate level of feedback and support.

Documents

How to...Hold a one-to-one meeting [pdf]A practical guide to talking to an employee about progress towards objectives