More and more organisations have been focusing on employee development and building better relationships among co-workers and managers. One of the latest methods, mostly used in high-tech organisations, is a regular “one on one” meeting between an employee and his manager, through which they develop mutual trust and psychological safety. Two international studies have researched this method and found that one-on-one meetings bring many positive effects to organisations, managers and employees. Furthermore, this method represents an opportunity for the development of leadership competences. I researched one-on-one meetings in seven companies in Slovenia, where they had never been studied before. I was interested in the method's usefulness, perceptions, and importance, as well as in the satisfaction of employees and managers. I collected data through interviews with people that had implemented this method in their organisation through focus groups for managers and employees. For data collection I mainly used a qualitative approach, but for measuring satisfaction and importance I used the quantitative one. Both, employees and managers recognized the perks of the method, but also pointed out certain cons and suggested improvements. Managers attach more importance to the method than employees, while employees are more satisfied with the method than managers. Managers reported that the method primarily developed their communication skills, while both managers and employees said that it developed self-reflection. Regardless of the different valences of their initial impressions with the method (negative, neutral and positive), after a few weeks of using the method all participants perceived it the as positive and useful. With this study, I want to describe the method, show its effects and the added value it brings to organizations.
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