01 Be prepared
Before the meeting, do your homework and go over all the information. Note down your points and examples which illustrate them. Also, be clear about what you want to get out of the conversation. For example, do you want the employee to agree to change their behaviour? During the meeting be ready for the unexpected because, although you can plan what you are going to say, you can’t control how the employee will react. They may treat anything you say as personal criticism and stop listening or become emotional. Also, book a private room – the one-to-one is confidential.
02 Set the right tone
Explain sensitively the purpose of the one-to-one, staying in control in a calm, professional manner. Reassure the employee about confidentiality, and stick to the details of the problem and do not make them personal.
03 State the issues and give evidence
Tell them calmly and in more detail about the problem and give your examples. Explain how it is affecting the individual and the team. If you have talked about the problem before, remind them of the outcome of that. A new problem can come as a surprise and can be harder to handle.
04 Ask for an explanation
Listen to what the employee is saying. There may be underlying causes of unhappiness or stress such as a personal matter. Keep an open mind and don’t jump to conclusions. Introduce your questions and explore the issues together. Avoid emotive language or getting diverted from the issue you’re there to discuss, but remain sensitive and show empathy where justified.
05 Agree a way forward
Ask the employee for proposals to resolve the problem and discuss the options. But remember, you are in charge and must make the decision on the next steps. Arrange a follow-up meeting if necessary. Monitor progress, and give them support where needed and feedback. Finally, put any agreement in writing and give a copy to the employee. However, should the employee raise important factors for the first time, it might be better to adjourn to give you time to think through the new information, and then resume the one-to-one another time when ready.
By David Webb, part of the Acas team that communicates advice to employers and employees
