One-on-one meetings: Benefits, how to conduct it, and best practices

Holding one-on-one meetings is a highly effective way for managers to foster better communication and employee engagement with their direct reports—and across the organization as a whole. When conducted regularly and with a clear structure, these meetings create strong working relationships, build trust between managers and employees, and encourage productive conversations about goals, progress, and professional growth. 

In this guide, we’ll explore the purpose of one-on-one meetings, the benefits they bring to both employees and managers, and practical steps for running and structuring your one-on-one conversations.

What is a one-on-one meeting? 

A one-on-one meeting (also called a one-on-one or a 1:1) is a dedicated, recurring session between a manager and a single employee. Unlike team meetings or formal performance reviews, one-on-ones focus on open discussion about aspirations, roadblocks, and feedback related to the employee’s ongoing work. 

These conversations also allow for status updates, professional development, and establishing or revisiting goals. While team check-ins often revolve around broader priorities and group tasks, a one-on-one zeroes in on the individual, enabling a more personal, productive exchange.

The purpose of 1:1 meetings 

Below are a few core objectives for 1:1s that highlight their importance:

• Understand roadblocks: Identify obstacles preventing employees from making progress
• Give and receive feedback: Provide constructive feedback and create a space for direct reports to share insights or concerns
• Get a personal perspective on key projects or tasks: Check how current tasks align with the employee’s broader aspirations and career goals
• Understand how the employee is feeling: Gauge general satisfaction, explore any stressors, and spot engagement issues early

4 benefits of one-on-one meetings 

One-on-ones offer several advantages for both employees and managers. Here are four key benefits to know:

1. Improved employee performance 

Frequent conversations during 1:1s let managers deliver real-time, constructive feedback, guiding employees toward their goals—particularly while any problems are still manageable. A timely approach boosts accountability, encourages productive habits, and helps keep projects on track.

2. Clearer goal alignment 

When managers and direct reports regularly discuss goals, priorities, and roadblocks in 1:1 meetings, they can jointly track progress and make course corrections. As a result, each employee knows exactly how their work supports overall objectives.

3. Stronger manager-employee relationship

One-on-one meetings promote trust and open communication. By focusing solely on a single employee at a time, managers demonstrate respect for that individual’s aspirations and concerns, reinforcing a positive working relationship and cultivating psychological safety.

4. Increase employee engagement 

According to Gallup, employees who receive individualized attention tend to be more engaged, committed, and satisfied at work. Regular one-on-ones can significantly boost employee engagement by making sure that employees feel heard, supported, and involved in decision-making.

How to run an effective one-on-one meeting: 4 steps

Effective one-on-ones require thoughtful structure and consistency. Below are four steps to help you conduct productive sessions with employees:

Step 1. Set an agenda and prepare in advance

Managers should craft a brief meeting agenda—for example, a shared document or meeting template—and send it to their direct reports before the meeting. By preparing a list of topics, action items, or talking points, both parties can focus on relevant issues. This might include status updates, career development goals, and pressing roadblocks that need to be addressed.

Step 2. Keep an informal tone 

While one-on-ones might involve serious discussions, they don’t need to be rigid. Encourage an open conversation by allowing employees to speak freely, ask open ended questions, and share their personal challenges. This environment builds trust and shows that managers value honest feedback.

Step 3. Take notes and create a meeting summary 

During the discussion, be sure to take notes on any key action items, goals, or next steps. Afterward, compile a quick summary—this can be in a simple 1:1 agenda recap or a more formal document. The important part is that you store meeting insights in a central location, so team members can revisit notes and decisions and keep track of their progress over time.

Step 4. Ensure consistency 

Regularly scheduled one-on-one meetings become more impactful over time. Whether you opt for weekly, bi-weekly, or monthly 1:1s, consistency helps maintain momentum. Avoid canceling or rescheduling too often, as it can signal that these conversations aren’t a priority.

How to structure a one-on-one meeting: 3 steps

A clear structure helps managers and employees stay on topic and get the most out of every one-on-one. Here’s a step-by-step guide to structuring your 1:1s with employees:

Step 1. Start with a check-in 

Kick things off with a personal conversation. Ask how the employee is feeling or about any personal or professional highlights. This helps set a relaxed tone for the meeting and fosters one-on-one communication that prioritizes trust. In many cases, team members might appreciate a chance to share quick status updates on recent tasks.

Step 2. Discuss priorities and challenges 

Next, move to more work-focused topics. Explore any ongoing projects, roadblocks, or future goals. This is also an excellent time to ask about any upcoming projects or deadlines they might be involved in, and identify where the manager can help remove obstacles.

After covering projects and tasks related to their work for your organization, consider asking about the employee’s career goals, short-term objectives, and how they see their role evolving. If time allows, 1:1s are a great time to talk about career and personal development and how you managers can support their employees’ growth and goals.

Step 3. Exchange feedback

End by sharing constructive feedback and inviting your direct reports to do the same. This step is crucial for employees to feel heard and for managers to refine their approach. Conclude with a quick review of action items and confirm next steps—making sure both parties know what to track or follow up on in the next one-on-one.

9 questions to include in a one-on-one meeting 

Asking relevant, engaging, open ended questions can spark meaningful conversations during 1:1s. If you’re searching for more, consider adding one-on-one questions that probe deeper into career development, personal aspirations, or upcoming priorities. Encourage your direct reports to also ask questions, fostering a two-way conversation.

Here are several questions to ask in your one-on-one conversations with employees:

Questions for regular check-ins

1. What would you like to talk about today?

2. Do you need any support? How can I help you?

3. How did the past week/month go?

Questions around goal-setting

1. How did previous objectives go?

2. Is anything blocking you?

3. What can your manager do better to support you in your role?

Questions around performance improvement 

1. What’s your main takeaway from this review?

2. Is there anything you need clarification about?

3. Any feedback regarding the way I communicated my feedback?

3 one-on-one meeting best practices 

To get the most out of your 1:1s, here are three best practices for managers to keep in mind:

1. Listen actively 

Listening is crucial for building rapport and gleaning insights. When employees share feedback, concerns, or goals, set aside distractions. A manager who genuinely listens can address roadblocks more quickly and deliver more tailored constructive feedback.

2. Balance work topics and personal growth

One-on-one meetings shouldn’t be solely about work tasks and status updates. Dedicate part of the discussion to career development, personal interests, or exploring the employee’s aspirations. This balanced approach increases engagement and helps with productivity over the long run.

3. Rely on automated tools 

Don’t underestimate the power of specialized meeting templates and scheduling applications. Tools like Rippling can help managers create agenda templates, plan recurring sessions, send automated meeting reminders, and store action items—making it easier to track improvements and keep up momentum between one-on-ones.

3 one-on-one meeting tools

Below, learn more about three popular tools that managers can use to automate and manage their 1:1s:

1. Rippling 

Rippling offers an all-in-one solution for HR and payroll, but it also provides features for one-on-one meetings in its Performance Management software. Managers can schedule recurring 1:1s, create customized agendas, and get automated reminders (integrated with team calendars) to make sure they’re prepared for sessions in advance. 

2. Lattice 

Lattice is designed for performance management and employee growth. With it, managers can create standardized meeting templates and keep constructive feedback all in one place. You can set goals, follow progress, and maintain a log of action items after every one-on-one.

3. Leapsome 

Leapsome focuses on continuous feedback, career development, and goal-tracking. Managers can design tailored 1:1 agendas with recommended talking points or open ended questions. The platform’s analytics also help you monitor your direct reports’ progress over time.

Streamline one-on-one meetings with Rippling

For performance management software that helps you align your team on goals and OKRs, configure review cycles in minutes, collaborate on ratings and raises, and report on performance trends alongside all your employee data to unlock deeper, more impactful insights, you need Rippling's performance management software—the platform that connects every step of performance management.

Rippling is the only performance management software built on employee data. Every app in Rippling is natively built across HR, IT, and finance, so you can easily share performance data across your organization, pull in employee data to make data-driven performance management decisions, and granularly control access and approvals so the right people have the right access based on their role, department, location, and other attributes.

And Rippling Performance Management makes it easier than ever to manage one-on-one meetings, with ready-made meeting templates you can use to hit the ground running—or, customize templates to meet your needs or build your own from the ground up. Configure questions for all reviewer types—and even add targeted questions using employee attributes, like department or role.

One-on-one meeting FAQs

Finally, here are a few frequently asked questions related to one-on-one meetings:

How long should a one-on-one meeting last?

Typically, a one-on-one might run 30–60 minutes, though managers can adjust the meeting time based on the agenda, the employee’s workload, and goals. Weekly or bi-weekly 1:1s are more likely to lean toward 30 minutes, while monthly sessions might go longer to allow time for more in-depth discussions.

What are the disadvantages of one-on-one meetings?

Some common issues include poor preparation, too many canceled or rescheduled sessions, or limited time to address all topics. If managers don’t actively listen, ask questions, or provide constructive feedback, the meeting can feel unproductive. Additionally, scheduling one-on-one meetings can be challenging for large teams with conflicting calendars.

Are 1:1 meetings confidential?

They should be, unless there’s a compelling reason to share sensitive information with other stakeholders. One-on-ones are a private conversation between a manager and employee, intended to foster open dialogue. Employees should feel comfortable sharing personal aspirations, roadblocks, or concerns about the workplace, knowing the confidentiality will be respected.

Who should set the agenda for a one-on-one meeting?

While managers typically set the initial meeting agenda, it’s beneficial for direct reports to add their own topics and concerns as well. A collaborative approach promotes a two-way conversation, so both sides have input into the action items that get covered.

This blog is based on information available to Rippling as of March 12, 2025.