ADAPTED FOR CURRENT ALTERNATIVE WORK ARRANGEMENTS DUE TO COVID-19
All employees are expected to have a 1:1 with their line manager on at least a monthly basis. This is even more critical during the current period of widespread enforced home working we are experiencing.
The below template form is for guidance only to prompt the conversation, you can use this template to assist in keeping accurate records but there is no requirement to do so. There is however a requirement for a regular 1:1 discussion, at least monthly though some may find it helpful to speak much more often, and taking a written record can be very useful. During the current period of widespread remote working due to Covid, 1:1 meetings will be virtual – mostly conducted on Teams.
1:1s can take many forms – sometimes a catch up over a virtual ‘coffee’ is most appropriate, sometimes it will take the form of uninterrupted pre-scheduled time to discuss work objectives or whatever comes up. This template can be used as guidance. The tone, pace or depth of a 1:1 will entirely vary depending on what needs to be discussed.
The manager’s role is to discuss targets and key outcomes expected from the employee in their role, to hold the employee to account for delivery of such, and therefore to challenge the employee to perform at their best. Regular conversation will often more easily identify support that would raise performance. This can take many forms and can assist with an employee’s career development plans. However if a manager has sustained concerns about performance he/she will need to take guidance from the Capability process, and to seek advice from the HR team.
The purpose of a 1:1 therefore is to recognise achievement, to assist with work planning, to ensure any work deadlines will be met, and to provide space on a regular basis to explore and clarify any gaps between expectations and delivery. Managers will need to steer a balance between challenge and support, as appropriate, to raise performance.
Depending on the role it may be appropriate to refer to targets set during the PDR process or other key documents such as the Council’s Forward Plan, the business plan for that service or other relevant strategic documents. Some roles may be less focussed on strategy and more on operations. Whatever the role, the overall context of the post within the organisation should be explained if needed. It is always helpful for motivation, and therefore performance, if an employee understands how their role fits into the overall function of the Council. Our values (we listen, we trust, we care, we respect, we lead) are applicable to everybody so these can also be referred to where helpful, at a relevant level. Business Managers may provide further guidance on how the values more specifically apply to the work of their services.
Some managers may want to review attendance or flexitime records where available to ascertain that the employee is managing their own time productively, and their wellbeing responsibly. Regular excessive working, particularly out of hours, must be discussed in just the same way as regular absence.
It is entirely reasonable for a manager to manage the time available for each employee’s 1:1 to ensure service levels are not impacted, and so that all reporting employees have their opportunity for discussion. Ideally 1:1 notes will confirm the discussion, in particular any agreed action points, however it is reasonable the manager may request the employee to record the discussion and the notes could be very brief or hand written notes. 1:1s do not need to assume a level of formality unless there are benefits from doing so.
If a meeting regularly exceeds the time available there may be underlying issues that warrant a deeper discussion. A coaching approach is encouraged wherever possible.
Additional considerations during Coronavirus pandemic
At the current time many individuals are working from home in line with government guidance. Guidance on this is given on Molly. The importance of regular 2-way conversations has never been greater.
Please be aware that on occasion a member of staff needs to work outside the home for wellbeing purposes, or where the job cannot effectively be done from home. The consideration may not be completely task related. Colleagues working in areas which generate a lot of complaints may find it particularly difficult to have an extended home-working period. Sometimes a single day or part-day booking may improve wellbeing or job effectiveness.
If any member of staff informs you that they believe they are clinically vulnerable or extremely vulnerable to Coronavirus you should inform the HR team so that arrangements can be made for a medical risk assessment. This should be done before the employee reverts to office or other external visits.