What is "1on1"


"1on1" is a one-on-one "dialogue (meeting)" between a supervisor and a subordinate on a "regular" basis.

The purpose of implementing 1on1, which has been adopted by many companies and was introduced at my company this year, the differences from evaluation interviews, and the benefits and expected effects will be explained.

Purpose of "1on1"

The primary purpose of "1on1" is to facilitate the growth of subordinates.
Specifically, it means promoting goal-oriented behavior and willingness to learn among subordinates and increasing their motivation and willingness to work, thereby leading to their growth.

What is the difference between a "1on1" and an "evaluation interview"?

When it comes to 1-on-1 interviews, there is the evaluation interview in the MBO (Management by Objectives) system, and I think it is still difficult to imagine the difference between a 1on1 and an evaluation interview.
In conclusion, "frequency of implementation," "objectives," and "dialogue method (stance) are clearly different.

Difference in frequency of implementation
While "evaluation interviews" are generally conducted once every six months, it is said that "1-on-1" can be effective if conducted at least once a month to once a week.
In other words, it should be conducted on a regular basis in short cycles.
Difference in Purpose
The purpose of the "evaluation interview" is to "determine and notify the subordinate's evaluation," etc. As mentioned above, the purpose of the "1-on-1" is to "promote the subordinate's growth.
Difference in dialogue method (stance)
Since the objectives are different, the "dialogue method (stance)" needs to be changed.
In the "evaluation interview," the supervisor is likely to take a "supervisor-centered" stance in communicating the evaluation and asking about progress, and the supervisor speaks to the subordinate.
In contrast, the "1on1" meeting, on the other hand, requires a "subordinate-centered" stance, in which the subordinate talks to the supervisor in order to better understand the subordinate, hear from the subordinate about his/her concerns and current situation, and lean on the subordinate.

What are the benefits of "1on1"?


In order to maximize the benefits and effects of 1on1, it is important for both parties (supervisor and subordinate) to be aware of the respective benefits of 1on1, as well as the method of conducting 1on1, the dialogue stance, and the attitude (voluntary statements for gaining benefits).
The way the supervisor implements the program may prevent the subordinate from benefiting, or in some cases, disadvantage them.

Let me explain the benefits of implementing "1on1" and what kind of effects can be expected, and the benefits and effects it brings to each subordinate, supervisor, and the company.

Benefits and effects on subordinates

Able to build relationships with supervisors.
It is sometimes said that human relations and the surrounding environment are more important than salary when it comes to job satisfaction.

If you have a good relationship with your boss, you can enjoy your work more, and if you can easily express your concerns and frustrations, you can easily talk to him or her when you are in a difficult situation or environment, which can lead to an early resolution of the problem.
It is an opportunity to see your goals and career road ahead.
It is possible for anyone to not have a clear "goal" or "who I want to be in the future," or to not know "how I want to be or what I want to do.
Because we don't know what we want to be, we often don't know what to discuss and keep it to ourselves.

Please talk to us on 1on1.
A response from a supervisor may do little to help, but talking to someone else can make you aware of the situation yourself, and can trigger you to take action to find your goals.

In the 1-on-1, it is also a very important approach to stay close to the subordinate and draw out the subordinate's thoughts and subconscious from the subordinate's mouth, guiding the subordinate to become aware of latent thoughts and roadmaps that he/she is not aware of himself/herself.
It will lead to career growth.
For subordinates, the 1on1 is also an opportunity to make themselves understood by their superiors.
By communicating their own thoughts directly to their supervisors, supervisors can learn about the thoughts of their subordinates that they did not know before.

I want to make something like this." By telling your boss, for example, "I want to manage this project," you can take action, such as "Since you said you wanted to do a 1-on-1, let's give you this project," which leads to career advancement.
Good relationships, clear goals, career advancement and the salary increases that come with it all add up to increased motivation.

In addition, short-span dialogue, rather than semiannual meetings as in the case of evaluation and performance review interviews, can provide an opportunity to maintain motivation for goals that had begun to fade.

Benefits and Effectiveness for Supervisors

As mentioned above, it is no exaggeration to say that it is up to the supervisor to provide benefits to subordinates.
That said, supervisors do not just give benefits to their subordinates.
Of course, there are many benefits for the supervisor as well.

Able to build relationships with subordinates.
As described in the benefits for subordinates, supervisors also benefit from improved personal relationships with their subordinates, which leads to increased motivation to work and improved efficiency and productivity.
New issues can be discovered.
When you can build relationships, you can hear the opinions and thoughts of your subordinates that you could not hear before.
By learning about their various feelings toward the company, their bosses, their colleagues, and their junior staff, they are likely to discover new issues that they were previously unaware of.
Understand the current status of your subordinates.
Although there is some overlap with the above, being able to listen to what subordinates have to say allows us to understand their thoughts and the current state of their mental health, such as dissatisfaction, as well as the environment and situation onsite and around them.
By understanding the situation, we can address and solve problems before they occur.
Management skills will increase.
Building and understanding relationships with subordinates is an essential item in management.
Through 1on1, management needs and skills are also developed.
As described in the benefits for subordinates, it leads to all the benefits for supervisors.
Motivation is enhanced by the personal relationships with subordinates and by learning about the thoughts and feelings of subordinates that you did not know about.
Perhaps you may be inspired by the high level of awareness of your subordinates, which may lead to your own increased motivation.

Benefits and effects on the company

As a company, it is no exaggeration to say that all the benefits and effects for the supervisors and subordinates are benefits to the company, because member growth leads to company growth.
Describe the benefits to the company that the benefits to the members bring.

Increased productivity.
It may sound abstract, but it is said that member growth and increased motivation lead to increased corporate productivity.
When the relationship between supervisor and subordinate becomes better, work becomes more enjoyable and both parties are more motivated to learn, and the benefits to the supervisor and subordinate from 1on1 lead to increased productivity for the entire company.
Decrease in turnover.
The top reasons for turnover include "I don't have a good relationship with my boss" and "I don't like my boss's work style and policies." 1-on-1s increase the likelihood that you will have a good relationship with your boss and catch up in advance on any dissatisfaction with the company, the workplace, or the current situation.
This will naturally lead to a lower turnover rate.


What is "1on1"? And the benefits that "1on1" brings to each person are summarized.

Although the original goal is to promote the growth of subordinates, I personally believe that the most important thing is to first build a relationship with them in order to understand their essential thoughts and feelings, such as what they want to become and how they anticipate the future.
Therefore, do not be in a hurry to get to know your subordinates. "I try to make it easier for my subordinates to talk to me by disclosing myself. I am also working on these issues through trial and error.

If a relationship between subordinates and supervisors can be established, I believe it will lead to motivation for daily work, so please try to introduce this system.