The Bila conversation must be relevant to the employee

    A bilateral meeting is a private conversation between a manager and an employee. If it’s a productive conversation, topics will come up during this “one-on-one” that are rarely, if ever, discussed in a staff meeting. The bilateral meeting is an excellent opportunity to discuss issues, development, and competencies in a personal setting.

What does “bilateral” mean?

“Bilateral meeting”—it’s a mouthful and sounds, at the very least, somewhat pompous. In reality, it simply means a conversation between two people. The word “bilateral,” which originally comes from Latin, literally means “two-sided” (bi = two, lateral = side) or “from both sides.” This implies that a bilateral conversation ideally takes place on an equal footing. Both conversation partners are willing to listen to each other and are open to each other’s arguments. Both sides reveal something about themselves. This should lead to greater understanding and appreciation for one another.

The Purpose of a Bilateral Conversation

Bilateral conversations are primarily intended to discuss matters relevant to the employee, topics related to his or her personal life. In an informal setting, the conversation should provide insight into the employee’s state of being, both inside and outside the workplace . This makes this type of conversation fundamentally different from other types of conversations that focus much more specifically on the employee’s performance, development, competencies, or goals. The focus is on questions such as: What specific issues are on the employee’s mind at work? What is bothering them? Are there things in their home life that are important to know? Discover the HR Conversation Cycles

The Pitfalls of a One-on-One Conversation

It is undoubtedly a noble goal to conduct a one-on-one conversation. Yet it is not that simple at all. People often struggle to communicate openly. One’s own ego and personality can be major stumbling blocks, creating potential pitfalls. Much depends on the mindset with which the conversation is approached.

• As a manager, do you dominate the conversation, or are you willing to listen to what the employee has to say?
• Do you want to demonstrate your superiority, or do you engage in a conversation based on equality-and, as a manager, can you put yourself in the employee’s shoes?
• Can you distinguish between a performance review and a one-on-one conversation?
• Are you able to avoid becoming too informal and turning the conversation into a casual get-together?

 

Frequently Asked Questions About Conducting Bilateral Conversations:

• How often should bilateral meetings be scheduled to ensure they remain effective and meaningful for both managers and employees?
  • The ideal frequency for one-on-one meetings varies depending on the organization’s needs, the employee’s role, and the specific project timelines. However, a common recommendation is quarterly, to strike a balance between ongoing feedback and development discussions without overwhelming either party. Explore this page on HR discussion cycles for more information about the different types of discussions.

 

• What specific training or preparation can managers undergo to improve their skills in conducting one-on-one meetings so they can avoid common pitfalls?
  • Managers can improve their skills through workshops focused on active listening, effective questioning techniques, and empathetic communication. Leadership coaching and feedback training also help managers conduct more productive conversations.

 

• How effective are one-on-one conversations compared to other forms of feedback and development discussions with employees-such as performance reviews or 360-degree feedback-when it comes to fostering personal and professional growth?
  • One-on-one conversations offer a unique, direct form of feedback that is immediate and personal, complementing broader feedback mechanisms such as performance reviews or 360-degree feedback. These conversations are particularly effective for addressing specific issues in real time and fostering personal growth through direct dialogue.

Discover the HR Conversation Cycles

Conclusion

One-on-one conversations can be valuable when conducted properly and with the right mindset—that is, when they are truly a two-way conversation. It is up to the manager to understand how the employee approaches their work as an individual. Here are a few examples of how you can give the employee the opportunity to share their perspective:

• What would you like to discuss over the next half hour?
• What changes would you like to see?
• What have you learned over the past month?

Would you like to know more about this or get specific help? Discover our HR Conversation Cycles structure with accompanying assessments. Discover the HR Conversation Cycles