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Tendring District Council requires all staff to receive regular one to ones with their manager. These should take place at least every four months. One of these meetings must be held during the first quarter of the financial year.
Different organisations use a range of different phrase to describe these meetings, most commonly ‘appraisal’ and/or ‘supervision’.
For clarity within TDC the term one to one (or 121) refers to a three or fourth monthly meeting between the employee and their line manager, this is a slightly more formal meeting in which targets are reviewed and adjusted, work performance, development needs and any other issues can be addressed. A written record of the meeting should be made, signed and dated by both parties. It does not have to be a long document.
As the name implies this is an extended 121 session that is held annually in the first quarter of the financial year. It is expected that this meeting will include a review of the achievements of the previous year and agreement of targets for the forthcoming year. Targets that are set should align with team, departmental and organisational aims as stated within the Corporate Plan and Departmental Plans. Other targets as appropriate can also be included.
A written record of the annual review should be made, signed and dated by both parties. The annual review record should also be sent to the ‘grandparent’ manager (that is, the manager’s manager) for them to also add their comments and sign and date.
All staff are expected to have regular catch ups with their manager at other times in between these meetings. The frequency of these may vary dependent upon the circumstances but in general it’s expected that two catch ups would take place in between the 121s. It’s good practice to keep notes from these meetings. The level of formality and detail should be agreed between the employee and their manager as appropriate.
In circumstances where remote working is a regular feature of the working relationship it may be that catch up sessions take place via a Skype call or video call. However, 121 sessions should always be held face to face in the same room.
One size does not fit all and the following guidance provides suggestions for different approaches and tools that can be used as appropriate.
Whereas catch up sessions can be more impromptu and informal, 121s should be scheduled in the calendar at a location that is private and free from interruptions.
Both parties should agree the items for discussion in advance and how they want to make the best use of the time that has been set aside. This will form the basis of the agenda for the meeting. Of course it’s always wise to allow for AOB too!
If using a specific resource such as those for the universal competency framework, nine box grid or reviewing targets in line with the relevant Departmental Plan then it is likely that some preparatory work will be needed prior to the meeting. The use of additional resources for the session should be agreed by both parties and not be ‘sprung’ in the meeting. It’s possible too that the decision to use the resources could be an outcome of a 121.
A template for recording 121s is provided on Self Service. This template can be amended as appropriate for the service.
Customarily, it is usually the manager who takes notes and writes them up. This does not have to be the case. It can be done by the employee or, ideally, as a joint enterprise as part of the meeting. The important thing is that both parties sign and date the notes as an agreement that it is an accurate record of the meeting and what was discussed.
A developmental model. [See PDF link document.]
It is expected that different one to one and catch up arrangements and sessions will be tailored for each individual dependent upon their personal circumstances and experience in their role.
Managers can adjust their approach according to the role and the individual.
To further support this flexible approach, a number of tools and materials can be used. Further guidance and information on the use of all these resources is available from the Organisational Development Manager or Human Resources.
When setting goals it is important to ensure that they are meaningful, measureable and jointly agreed. There are no hard and fast rules for goal setting but by following three sets of simple acronyms the risk of errors or misunderstandings is greatly reduced. This is especially important in teams where all the members do not see one another every working day.
Goals need to be SMART, PURE and CLEAR:
SMART
PURE
CLEAR
TDC has adopted the Universal Competency Framework. Competencies from this framework are applied to every post and are shown on every job description. They are also used as part of career grade scheme.
As part of a 121 or catch up session, a focus could be place on one or two competency areas to identify strengths or development needs and an action plan. Competencies can also be used as part a team development exercise and to identify skill needs for a specific role.
The 9 Box Grid is for use in working with an employee to identify their development needs and in planning future career options and succession planning. This tool is not recommended for use with an employee who is in the developmental phase of their career or post.
There are many versions of this on the internet. The version viewable at the end of the linked PDF document has been adapted for use in TDC.
Belbin Team Roles is a simple non-threatening psychometric tools that can be used with individuals or with teams to identify the different roles that people fulfil within a team in the workplace. More information can be found on the Belbin website https://www.belbin.com.
This especially commissioned workbook, circulated across the organisation during 2019 as part of the Transformation Programme, contains a wealth of hints, tips and guidance for setting personal development goals and SMART targets.