One-on-one meeting templates

One-on-one meetings are one of the most effective ways to build trust and connection between managers and their team members. They create space for open communication, constructive feedback, and alignment on goals. 

One-on-one meetings have increased by over 500 percent since 2020, with the average professional having 5.6 one-on-ones a week. So why have these check-ins become so popular?

These meetings aren’t just about what your people can do better for the company, but also what you can do better for them. Taking the time to make sure that your team members are in a good state of mind and body is vital. Research shows that when these meetings happen regularly, they can improve engagement and reduce workplace anxiety by focusing on relationships.

A good way to approach one-on-one meetings is to divide them by type—each meeting putting emphasis on a different area, with each one being just as important as the last. With this in mind, we’ve put together one-on-one meeting templates to cover the various one-on-one meeting topics you may need to cover.

<< Download one-on-one meeting templates to plan all your check-ins. >>

What are one-on-one meetings?

One-on-one meetings are regular check-ins between a team member and their manager, coach, or mentor, designed to build trust, align expectations, and support professional growth. Despite their value, only half of employees report having monthly one-on-ones, and just 20 percent find them effective. When done well, these meetings give people a dedicated space to share, reflect, and connect—strengthening relationships and driving team performance.

What is the purpose of one-on-one meetings?

One-on-one meetings are essential for open communication, personal connection, and continuous growth. They help resolve challenges, keep projects on track, and strengthen workplace culture. For managers, these meetings are a chance to mentor, give feedback, and gather insights that drive team wellbeing and productivity.

Common goals include: 

• Checking project progress
• Supporting development
• Aligning daily work with business goals
• Gauging engagement
• Recognizing contributions
• Addressing challenges

These conversations also empower managers by opening the door to upward feedback and self-improvement.

One-on-one meetings templates: What to expect and what to ask your people

There are a wide range of issues that you can go over with your people. But each issue deserves its own space and consideration—a one-on-one meeting should never try and bundle every issue together. These conversation templates have been designed to address specific issues, but they’re also meant to be flexible, actionable, and easily edited. That means you can use them for a variety of things—whether that’s printing them out directly as a training aid for your managers, or simply using them as a baseline to design your own templates for your company.

1. One-on-one meeting template for your first meeting

Getting off to a good start is key for any professional relationship. Your first one-on-one meeting is all about setting the stage. It’s a chance to establish expectations, understand communication preferences, and identify any immediate concerns. This helps create a foundation for open and honest dialogue going forward.

Here are a few key questions to guide your initial meeting:

• What are your current responsibilities and projects?
• How do you prefer to communicate—email, chat, or in-person?
• What time of day are you most productive?
• What are your career aspirations?
• How can I support your goals?
• Are there any immediate concerns you’d like to discuss?
• What expectations do you have for our one-on-one meetings?
• How can we make these meetings most effective for you?

2. One-on-one meeting template for career and growth development

Your team member’s growth and development are key aspects of making sure they are in a happy and healthy state of mind—and being able to look towards and make plans for the future is an important part of that.

Encouraging growth and setting goals allows people to understand their place in the company and what they should be aiming for. It allows them to feel as if they are being listened to, considered, and cared for in the long term—in addition to helping them grow in their careers.

This template aims to help bring clarity to your employee’s career and growth development. Here are some questions to help you gain a clear understanding of what your team member wants and how you can help facilitate that:

• When you think about yourself in 1-2 years’ time, what comes to mind?
• What part of your job is most relevant to your long-term goals?
• What do you enjoy most and least about your job?
• Where do you feel that your strengths lie?
• How can we develop those strengths?
• What skills would you like to develop?
• What would you like to do to continue your growth here?
• What next steps could you be taking towards those goals?
• Who inspires you on the team?
• How can I help you be successful in pursuing these goals?
• Do you feel you receive enough feedback?

3. One-on-one check-in templates

A culture of trust begins with listening. 

To have a highly engaged and productive team that has strong mutual trust, you need to be able to develop positive relationships with each member. But proper relationships can’t be built quickly—they need regular care, attention, and upkeep. 

Regular communication and check-ins are key to building trust and openness with your people. Letting them know that you are here for them and that you’re willing to listen to their issues can create a strong bond that improves workplace culture and productivity. 

While check-ins are important, there is a thin line between checking in with someone and micromanaging them. This depends on your team and the company culture. 

Encouraging routine, open conversations can help to take the pressure off of people when they meet with HR leaders and managers. These conversations can also help to identify what actions will positively impact important metrics such as engagement, attrition, and productivity. 

This template aims to ensure that your people are being heard and respected. With regular check-ins, you can spot and pre-empt potential issues and create a more harmonious workplace. These questions will help you gauge what your team member needs on a regular basis:

• How are you doing?
• How did the past week/month go?
• What’s on your mind this week?
• Is there anything specific impacting your happiness this week?
• How productive do you feel at the moment?
• What blockages are impacting your work?
• Do you need any support?
• How can I help you?
• What are the most important things you will focus on before we meet next?
• Is there anything else you’d like to talk about today?
• Do you feel comfortable giving feedback to the team?

<< Print these templates for effective check-ins and meaningful conversations. >>

4. One-on-one meetings for OKR goal setting

Goal setting is a vital part of running a successful business. And setting goals for employees is just as important. 

Having clear and defined goals allows your people to have focus, meaning, and motivation to better themselves. It also gives them a clear set of criteria to see if they are moving forward and thriving in their environment or not. 

As a manager, setting measurable and attainable goals can facilitate improvement in team member performance and improve the company culture, helping you strengthen the business overall.

Knowing your team members’ goals allows you to figure out how you can best help them to achieve whatever they have in mind. It also allows you to judge whether or not these goals are achievable and sustainable—helping you to tailor expectations.

This template’s questions aim to help you clarify your people’s goals and help to keep them on track by removing any potential barriers:

• What would you like to achieve here?
• How are your goals progressing?
• Let’s discuss each goal that you currently have.
• Where do you feel you need help?
• Are you facing any bottlenecks? What might help remove them?
• Let’s discuss your personal development goals.*
• Let’s map out the next steps.

*While this may seem similar to previous questions in this table, personal development goals should be different from the goals you’ve already set. A team member’s personal development goals can focus on soft skills such as taking a project management course, or learning how to communicate with other teams more effectively, for example.  

5. One-on-one onboarding meetings

Onboarding is a critical process. 

It’s vital that new joiners have a clear understanding of their job responsibilities, what they need to do to carry out them out and that they have been trained enough to carry out their job properly. 

New joiners can end up feeling lost and disillusioned if they aren’t properly onboarded. In fact, 53 percent of HR executives in a recent survey indicated effective onboarding processes boost employee engagement.  

As a manager, it can be helpful to have a full set of expectations to run through when onboarding a new joiner. It saves time and also ensures that your organization’s onboarding process has a level of consistency across all departments and all new team members.

This template aims to help managers make sure that new joiners feel satisfied with the onboarding process, and that they’re fully aware of what is expected of them. It can also help bring any problems to light that may cause issues further down the line. 

Here are some questions to help determine your new joiner’s onboarding experience and needs:

• Overall, how has your time here been so far?
• How has the training been so far to prepare you for your job?
• Do you have a clear understanding of your role and what is expected of you?
• Are you finding your workload manageable?
• Have there been any major frustrations that you’ve experienced so far?
• Is there anything you’d like more information or resources on?
• What can we do to help you be successful here?

6. Year-end performance review one-on-one meeting template

The end-of-year performance review is useful for going over team member performance, achievements, opportunities, and any goals that may be set for the upcoming year. 

It’s also the perfect time to go over any constructive feedback from both the team member and the manager. As a manager, it’s important to be able to listen to and take on feedback from your people. It allows you to evaluate your own performance and how you can grow and learn to become a better manager.

For your people, it’s a chance to reflect on the year and set goals for the future. It also gives them the opportunity to highlight any potential barriers that may have held them back in the previous year—in the hope that they can be removed for the coming year. 

While this review tends to focus on development, it’s also a good opportunity for building and improving relationships. The mutual feedback allows issues to be highlighted and worked on—helping create a more harmonious and positive culture and environment. 

This template aims to help you sum up the past year with your people. It creates space for reflection while helping you look ahead, empowering your team to grow and drive performance and success.

These questions will help guide your year-end review one-on-one: 

• What accomplishment(s) from the last year are you most proud of?
• Where did you spend your time and energy?
• What goals do you have for the next quarter, and for the next year?
• What development goals would you like to set for the next six months?
• What obstacles are standing in your way?
• What can we do to help you be successful here?
• How can I improve as your manager?

<< Improve your review process with free performance review templates. >>

7. Skip-level one-on-one meeting

Skip-level meetings, or one-on-ones between a manager and a person at least two levels below them in the organizational hierarchy, give team members a meaningful opportunity to connect directly with leaders beyond their immediate managers. These conversations create a safe, open space where people can share their experiences, insights, and feedback about the organization as a whole. 

Stepping outside the usual reporting lines helps leaders uncover valuable perspectives on team dynamics and spot potential challenges early. It also gives them a clearer sense of how company values and initiatives resonate across different levels. With a wider lens on workplace culture, leaders can recognize patterns, celebrate successes, and explore new ways to support their teams.

For team members, these meetings demonstrate that their voices matter and that leadership is genuinely invested in understanding their daily realities, aspirations, and ideas for improvement. They create a rare opportunity to raise concerns or share suggestions that might not surface in regular team meetings.

To make these conversations impactful, ask open-ended questions that encourage honest dialogue and thoughtful reflection, such as:

• What’s working well in your team or department?
• Are there any challenges you feel need attention from leadership?
• What suggestions do you have for improving our processes or communication?
• Do you feel supported in your career development? How does the organization support you?
• Are there any resources or tools you feel would enhance your productivity?
• What feedback do you have about our company culture?
• Is there anything else you’d like to discuss with me today?

8. Employee wellbeing one-on-one meeting

Employee wellbeing meetings give leaders a chance to check in on the overall health, happiness, and satisfaction of their team members. These conversations go beyond daily tasks and targets to focus on how people feel at work, what challenges they face, and how leaders can support them more effectively. They create a space to talk openly about work-life balance, mental health, and stress—factors that directly influence performance, motivation, and overall wellbeing.

When leaders approach these meetings with empathy and curiosity, they build stronger trust and uncover insights that help create a more supportive, engaged workplace culture. To guide meaningful dialogue, ask open-ended questions like:

• How are you feeling about your current work-life balance?
• Are there any stressors affecting your wellbeing at work?
• What support can the organization provide to enhance your wellbeing?
• Are there specific resources or benefits you find valuable?
• How can we create a more supportive work environment for you?
• What activities or practices help you recharge and stay motivated?
• Is there anything else you’d like to discuss regarding your wellbeing?

9. Problem-solving one-on-one meeting

Problem-solving meetings give team members and leaders a focused space to address challenges that may be holding back progress. These sessions aim to identify the root causes of issues, whether it’s a workflow bottleneck, a communication breakdown between teams, or a lack of resources for critical projects. 

Leaders can work with their teams to explore potential solutions and agree on clear, actionable steps that drive improvement. These conversations also reinforce a culture of accountability and collaboration, where people feel empowered to surface problems early and contribute ideas for resolving them.

For example, a team member might raise concerns about overlapping responsibilities causing confusion. Together, you can map out roles and clarify ownership to streamline collaboration. Or someone may highlight a recurring technical issue that slows down delivery timelines. You can use this insight to prioritize upgrades or training that address the problem directly.

To keep the discussion productive and solution-focused, ask: 

• What specific challenge or issue are you currently facing?
• What have you tried so far to address this problem?
• Are there any resources or support you need to solve this issue?
• What potential solutions or ideas do you have in mind?
• How can I assist you in overcoming this challenge?
• What steps can we take to prevent similar issues in the future?
• Is there anything else related to this problem you’d like to discuss?
• Is there anything you wish you’d dealt with differently?
• How can we improve our collaboration?
• Do you have any feedback for me?

10. Remote one-on-one meeting

Remote one-on-one meetings help leaders strengthen communication and maintain meaningful connections with team members who work from different locations. These conversations give people a chance to share their experiences, talk about what’s working well, and highlight challenges that come with remote work. 

Leaders can use this time to check in on how team members manage their workloads, stay engaged, and balance personal and professional demands. They can also address issues like feelings of isolation, unclear priorities, or technical barriers that affect productivity.

For example, a team member may feel disconnected from the team culture or struggle with collaborating across time zones. Leaders can respond by creating more inclusive workflows, encouraging virtual team-building activities, or introducing tools that make collaboration smoother. 

These meetings also create space for team members to discuss their career goals and explore ways the organization can support their growth, even while working remotely.

To guide a productive and supportive conversation, ask: 

• How is your remote work setup functioning for you?
• Are there any challenges you’re experiencing while working remotely?
• How can we improve our communication and collaboration in a remote setting?
• What tools or resources would enhance your remote work experience?
• How can we ensure you feel connected to the team despite being remote?
• Are there any personal or professional goals you’d like to discuss?
• Is there anything else you’d like to address regarding your remote work experience?
• How can I support you better?

11. Peer-to-peer one-on-one meeting

Peer-to-peer one-on-one meetings create valuable space for colleagues to connect, collaborate, and share knowledge. These conversations give team members the chance to learn from each other’s experiences, discuss challenges they’re facing, and brainstorm new ideas together. 

Team members can use this time to align on shared goals, exchange practical tips, and strengthen their working relationships. Leaders who encourage these meetings help build a culture of continuous learning, collaboration, and mutual support across the organization.

For example, one team member might share how they streamlined a reporting process that could benefit other projects. Another might talk about a challenge with client communication and ask for advice on strategies that worked in similar situations. These exchanges not only improve teamwork but also build trust and a sense of shared accountability.

To spark meaningful dialogue and ensure these meetings stay productive, recommend your team members ask each other  questions like:

• What recent successes or challenges have you experienced in your role?
• How can we collaborate more effectively on our projects?
• What insights or skills can we share to enhance our teamwork?
• Are there any areas where you’d like to learn from my experience?
• How can we support each other’s growth and development?
• What feedback or suggestions do you have for improving our collaboration?
• Is there anything else you’d like to discuss in our peer-to-peer conversation?

<< Download one-on-one meeting templates for more effective collaboration. >>

The benefits of one-on-one meetings

One-on-one meetings with managers can provide valuable insights into your people’s experiences at the company. They can also help you identify professional development opportunities or spot team members who are ready to move upwards or sideways in the organization.

Crucially, they reinforce a positive culture of open, honest communication that encourages problems to be shared before they get worse, and helps your people to feel trusted, listened to, and cared about.

There are benefits for everyone involved: the company, the manager, and the individual.

• For the organization, one-on-one meetings can help to build connections between day-to-day work and your company’s wider values. Regular meetings reveal insights from different parts of your business that can feed into more effective strategic planning. They also build a network of trust within your teams, supporting stronger relationships that improve output, and contribute valuable findings to the business.
• For managers, a one-on-one is an ideal opportunity to hone leadership, coaching, and listening skills. Managers who actively listen to their team members and provide guidance and feedback will learn how to support them better and boost productivity and job satisfaction. This develops people on both sides of the discussion, improving the skills profile of your workforce.
• For team members, one-on-ones make a tangible difference to their performance, since increased engagement at work is directly linked to productivity. When you provide an opportunity for them to feel seen and considered for career development opportunities or promotions, they will feel a stronger sense of connection and loyalty to your business.

How to start one-on-one meetings with your people 

A well-thought-out one-on-one meeting is your roadmap to a focused and productive conversation. It helps in organizing thoughts, setting clear priorities, and ensuring both parties get the most out of their time together. 

How do you start a one-on-one meeting?

An effective opening is simpler than you might think—the key is to use an open question (like “How” or “What”) that gives the person a prompt to respond honestly. In turn, this will help you steer the conversation towards what’s most important to them at that time, so that both parties leave satisfied that the meeting was useful, productive, and valuable.

Here are some examples of powerful opening questions for one-on-one meetings:

• What’s on your mind at the moment?
• How are you getting on?
• How are things?
• How has this week been for you?

Once you’re in the swing of things with a team member, one-on-ones begin fairly seamlessly as a natural conversation. However, to start with, it can be useful to plan how you’ll open the discussion, break the ice, and encourage the team member to open up about how they’re feeling.

What’s next?

After the initial conversation, shift the focus to aligning on goals and expectations. Review current performance together and identify if priorities have changed. Ask questions like, “Do these goals still feel relevant?” or “What would make them more achievable given recent team or organizational shifts?”

This stage is also the perfect time to exchange feedback and offer targeted coaching. Share specific examples like “Your presentation last week showed strong storytelling; let’s build on that for the upcoming client pitch.” Encourage your team member to reflect on challenges and suggest where they might need more support.

Co-create clear, actionable next steps that tie individual efforts to team and company goals. For example, agree on a short-term milestone with check-ins to track progress. Keep the dialogue open so you can adapt together as circumstances evolve.

How do you end a one-on-one meeting?

Wrap up a one-on-one meeting with a clear and structured approach that reinforces alignment and accountability. Focus on three key steps to keep momentum going: 

1. Summarize key takeaways:

• Review the main points of the discussion to ensure shared understanding
• Highlight achievements, insights, and any decisions made during the meeting

2. Confirm next steps and action items:

• List specific tasks, assign ownership, and agree on realistic timelines
• Identify any support, tools, or resources needed to complete these actions
• Align on both short-term priorities and longer-term goals

3. Plan for follow-up:

• Schedule the next check-in or follow-up meeting to review progress
• Set expectations for what will be discussed and tracked at the next meeting

Once the logistics are clear, shift the tone to finish on a positive and encouraging note. Acknowledge your team member’s contributions and highlight strengths you noticed during the conversation. Show appreciation for their effort and commitment, and share your confidence in their ability to achieve the goals you’ve set together.

Effective tips when preparing for one-on-one meetings

There are three main things to consider to optimize remote one-on-one meetings or in-person meetings.

#1 Stay flexible

The most important part of preparing for one-on-one meetings is to remain flexible. An effective meeting contains a clear structure but revolves around the key things that the team member wants to talk about whether or not they are aware of it.

The focus should be on the team member throughout, so maintain enough flexibility to cover topics that you both wish to discuss. Consider creating a shared list to track areas of discussion at upcoming meetings.

#2 Keep it informal

One-on-one meetings are all about building a strong, healthy interpersonal relationship, and people are most open when they’re relaxed. So, consider a walking meeting or one that takes place over breakfast, lunch, or coffee. Encourage open discussion about the setting for your one-on-ones and experiment to find an informal dynamic that works for everyone.

#3 Create a regular schedule

Rather than relying on spontaneous meetings, it’s important to maintain a regular calendar of updates. Depending on the nature of your business and working relationship, that might mean weekly, biweekly, or monthly meetings.

Schedule these in and try your best to avoid canceling, as this can make the team member feel neglected.

One-to-one meetings help create a positive, people-first culture

Organizations that prioritize regular one-on-ones cultivate a positive workplace culture where people feel heard, supported, and motivated to do their best work. These check-ins strengthen trust, promote transparency, and drive higher engagement, all of which contribute to greater alignment with organizational goals and improved job satisfaction.

When done consistently and thoughtfully, one-on-one meetings don’t just support individual growth; they lay the foundation for a thriving, high-performing workplace where both people and businesses succeed.

<< Download free one-on-one meeting templates to support your people. >>

1-on-1s with Bob

At HiBob, we’ve built a modern HR platform designed for modern business needs—today and beyond.

We focused on building something robust yet intuitive and easy to use, which has led Bob to be the platform of choice for thousands of fast-growing modern, mid-sized organizations. 

1-on-1s in Bob help managers and team members follow up on projects, align expectations, and create better working relationships—which contribute to employee retention. 1-on-1s are just one example of how Bob’s capabilities go far beyond those of other HR platforms.