Analysis of the impact of one-on-one meetings on employee retention and motivation in distributed teams

Introduction

In recent years, the concept of remote or distributed work has ceased to be viewed as a temporary or forced solution. On the contrary, many companies around the world are increasingly embracing new employment formats in which an employee’s physical location is no longer the determining factor for their engagement, productivity, and loyalty. The transition to remote work has been accelerated by various socio-economic and technological factors. On the one hand, the development of digital platforms (such as Slack, Zoom, Microsoft Teams, and other tools) has enabled organizations to establish regular communication and provide access to corporate resources regardless of where employees are located. On the other hand, the COVID-19 pandemic, which began in 2020, served as a catalyst, forcing companies of all sizes worldwide to quickly adapt to new realities.

However, along with new opportunities came new challenges: the growth of remote work has been accompanied by an increase in staff turnover and a decrease in motivation and engagement. In an office setting, several factors (for example, an in-person corporate culture, the possibility of informal communication in hallways or at coffee stations) naturally helped strengthen ties between employees and their managers. In a remote environment, these advantages have weakened significantly. In many cases, employees stopped feeling like they were part of a unified team, as in-person meetings and face-to-face interactions were replaced by brief online sessions and instant messaging.

Moreover, today’s labor market—especially in the IT sector—has gone global: top specialists can work for companies from anywhere in the world, competing not only with local employers but also with international ones. This has significantly intensified the “war for talent,” and if an employee faces problems at one organization, it can be relatively easy to find work elsewhere, often with more attractive conditions. As a result, retaining promising specialists and sustaining their motivation have become key priorities for companies striving to remain competitive and resilient.

Against this backdrop, tools focused on personal communication between managers and their subordinates are beginning to play a particularly important role. One of the most illustrative and effective formats is one-on-one meetings (1:1). Although such meetings existed in the offline environment previously, their importance in remote work settings has grown considerably. In a traditional office, a manager could constantly “keep a finger on the pulse” of the team through visual contact, brief chats at employees’ desks, general meetings, and spontaneous exchanges. In a remote environment, this kind of “natural” communication is lacking, making 1:1 meetings a systematic, structured opportunity to discuss each employee’s professional goals, job satisfaction, and emerging issues, as well as to plan their future development.

Relevance of the Research

The relevance of this study, which analyzes the impact of 1:1 meetings on employee retention and motivation in remote work settings, is determined by several factors:

• Growing popularity of remote work. The labor market is evolving so rapidly that more and more professionals prefer flexible employment formats or fully remote positions. Consequently, companies must explore methods not only to organize work at a distance but also to maintain a high level of employee engagement.
• Intensifying competition for talented specialists. Many organizations face a talent shortage: they need highly skilled employees with unique expertise. As a result, retention strategies become critical. If a company fails to offer comfortable conditions—including effective management and attention to individual needs—talented employees will quickly move on to another employer.
• Insufficient study of 1:1 meetings in remote teams. Although there are a number of studies examining the format of individual discussions in an office environment, there is a lack of systematic data regarding how regularly and structurally conducted 1:1 meetings affect overall motivation levels, and therefore staff turnover, in remote work contexts.
• The need for theoretical and practical justification. While many managers intuitively understand the importance of direct contact with their employees, scientifically validated findings and methods are needed to develop universal principles for conducting effective 1:1 meetings. Such principles would help managers better integrate these meetings into overall HR processes.

Thus, exploring the role of 1:1 meetings becomes especially significant against the backdrop of transforming work organization methods, where remote interaction is no longer an exception but is becoming the new standard. The results of this research can be valuable not only to theorists in organizational psychology and management but also to practitioners aiming to increase employee loyalty and motivation in remote teams.

Problem Statement and Research Objective

The core problem addressed in this study is that, despite the availability of modern communication tools, many managers still struggle when working with remote teams. This difficulty arises from the specific characteristics of establishing trust and providing regular feedback in a virtual setting. Tools such as team video conferences, shared chat platforms, or specialized HR systems certainly allow for basic communication and progress monitoring. However, they often overlook employees’ individual needs and personal work expectations, since team-wide calls do not always grant every employee an opportunity to express their concerns and thoughts.

Without an adequate individualized approach, an employee may feel that their voice goes unheard and that their unique circumstances—whether professional challenges or personal issues—are not taken into consideration. In a remote environment, insufficient engagement and a sense of being “out of sync” with the employer can rapidly lead to thoughts of changing jobs. Consequently, the absence of a well-established mechanism for regular individualized communication (1:1) significantly increases the risk of losing valuable talent.

The goal of this research is to examine how and to what extent regular 1:1 meetings in a remote work setting influence employee satisfaction, motivation, and, consequently, retention rates. We aim to gain deeper insight into how a structured system of individual meetings can compensate for the lack of in-person interaction, boost employee engagement, and strengthen their connection to the organization. Additionally, it is important to analyze the qualitative aspects of these meetings—their structure, frequency, duration, and the manager’s approach. Clearly, a “well-organized” 1:1 meeting and a “formal five-minute check-in” are two fundamentally different practices that, despite having the same name, can have vastly different effects on people.

Research Objectives

In order to achieve the stated goal, the following primary research tasks have been formulated:

• Identify the key factors influencing the effectiveness of 1:1 meetings in a remote setting. This involves questions about how frequently they should be held, who should initiate them, the optimal duration, which topics to prioritize, and so on.
• Determine the relationship between the regularity and structure of 1:1 meetings and staff turnover indicators. Staff turnover is one of the most important markers of employee satisfaction, engagement, and loyalty. We seek to understand whether companies practicing a systematic approach to individual discussions can retain personnel longer and more effectively.
• Assess the impact of 1:1 meetings on motivation and overall engagement. When employees feel that their manager is giving them personal attention, engaging in constructive dialogue, and helping resolve work-related and career questions, their willingness to invest additional energy into their work and remain with the company increases.
• Develop recommendations on the optimal format and frequency of 1:1 meetings. Based on the data obtained and a review of the literature, we will propose a set of practical guidelines for managers and HR professionals. These recommendations will include aspects of meeting planning, effective communication skills, methods of providing feedback and building trust, as well as mechanisms for evaluating the effectiveness of such meetings.

A comprehensive approach to addressing these tasks will provide a holistic view—from the broader context and theoretical foundations to the specific tools and practical solutions.

Research Hypotheses

The hypotheses put forth in this study aim to test assumptions about how 1:1 meetings correlate with retention and motivation levels:

1. Hypothesis about the direct positive impact of regular 1:1 meetings on retention. It is assumed that in companies where managers regularly conduct individual discussions and pay attention to employees’ personal development, turnover rates will be lower compared to organizations where such practices are either purely formal or absent.
2. Hypothesis about the significant effect of the structure and quality of 1:1 meetings. It is not enough merely to hold meetings according to a schedule; their format matters. The use of a specific structure (prepared questions, focus on goals, career growth, etc.), as well as skills in active listening and providing constructive feedback, can influence employees’ perceptions of the value of these meetings.
3. Hypothesis about increased intrinsic motivation. It is presumed that regular 1:1 meetings help strengthen employees’ intrinsic motivation because they feel greater support and see development opportunities within the organization. In a remote environment, where “social reinforcement” is limited, such interaction can play a decisive role in whether an employee chooses to stay with the company.
4. Hypothesis about the dynamics of engagement. When 1:1 meetings become an integral part of corporate culture, employees are more likely to demonstrate greater engagement in work processes. This can be reflected in more active participation in projects, initiatives to improve workflows, and an eagerness to pursue ambitious goals.

Consequently, this study aims to verify and substantiate in detail the relationship between holding 1:1 meetings and key organizational effectiveness indicators—employee retention and motivation. In a remote work environment, this issue becomes even more pressing, as classic methods of “maintaining team cohesion” and “corporate spirit” require substantial adaptation or even a complete overhaul.

It is anticipated that the results of this research will be of practical use not only to middle and senior managers responsible for overseeing distributed teams but also to HR and organizational psychology specialists working on designing systems for employee motivation and retention. Furthermore, the conclusions drawn from this project could serve as a foundation for further research in related areas—for example, examining the influence of 1:1 meetings on corporate culture development, as well as the effectiveness of teamwork in a hybrid format (where some employees are in the office while others work remotely).

Hence, given the relevance, problem statement, goal, objectives, and hypotheses outlined above, this study appears both necessary and significant from both a scholarly and applied perspective. Ultimately, our aim is to offer a comprehensive, evidence-based view of the role that 1:1 meetings play as a key tool for managing and retaining personnel in an era of digital transformation and the growing prevalence of remote work formats.

Literature Review

Research on effectively managing remote or distributed teams has been underway since the late 1990s, when the first large-scale virtual teams began to emerge [1]. However, the widespread shift to remote work has taken place in recent years, largely stimulated by the development of digital technologies and global events [2]. As a result, researchers and practitioners have focused on such issues as the lack of direct physical interaction, difficulties in establishing trust and control, and elevated risks of employee turnover [3].

According to studies [4], the key to successful interaction in a virtual environment lies in effective communication, supported by leadership practices that foster autonomy and accountability within the team. Particular emphasis is placed on the importance of feedback and personal contact: in remote conditions, people miss the informal interactions characteristic of office settings, which is why regular individual meetings serve as a tool that can compensate for this deficit [5].

Traditional motivation models outlined in the works of Maslow [6] and Herzberg [7] remain relevant and applicable to today’s job market, including situations involving remote collaboration. At the same time, the specifics of distance work require a more active use of factors related to autonomy, recognition, and personal growth [8]. Remote employees often experience a lack of informal communication and personal support from management, which heightens the risk of emotional burnout and job-seeking elsewhere [9].

Research shows that in remote teams, employee loyalty largely depends on whether individuals feel they are contributing to the achievement of common goals and whether they have the opportunity to openly discuss urgent issues [10]. A well-structured communication system, regular feedback, and recognition of achievements help maintain motivation. Moreover, the labor market for highly qualified specialists (e.g., in the IT sector) is global, intensifying competition for talent and compelling companies to seek tools to reduce turnover [11].

Modern companies frequently use flexible methodologies (Agile, Scrum) to adapt more quickly to changing requirements and effectively distribute tasks among team members. In a remote setting, an approach that emphasizes regular short iterations, close communication, and rapid decision-making is particularly in demand. Although Agile is often associated with group activities (daily stand-ups, retrospectives), individual 1:1 meetings are no less important. This personal communication format helps align expectations between employees and managers, thereby increasing loyalty in flexible methodologies, where outcomes are achieved collectively but still account for each specialist’s needs [12].

Manager-employee one-on-one meetings have traditionally been viewed as a means of both control and development, as discussed in classic management works [13]. In distributed teams, their significance grows, since such discussions partially compensate for the absence of spontaneous face-to-face interaction [14]. The majority of authors highlight several key elements that enhance the effectiveness of 1:1 meetings: genuine interest in the employee’s results, a manager’s willingness to practice active listening, and the setting of individual goals that align with organizational objectives [15].

Not only the frequency of these meetings but also the depth of discussion plays a critical role: if a meeting is limited to a mere formal report on work completed, its effectiveness is significantly diminished. Conversely, a “development dialogue” approach—focusing on career prospects, challenges, and personal interests—enhances loyalty and creates a sense of value for the employee [16].

Despite the high popularity of this topic, several aspects remain insufficiently covered in the literature. First, not all studies distinguish between the specifics of distributed teams and traditional office-based teams, often extrapolating results from one environment to the other. Second, few works have yet to provide a detailed demonstration of a direct causal relationship between 1:1 meetings and turnover indicators, as many researchers limit their analyses to general employee satisfaction. Moreover, individual meetings may be implemented differently in different companies, complicating data comparability [5].

Thus, the accumulated theoretical and empirical evidence points to the high importance of regular 1:1 meetings for successful management of remote teams. These meetings can help strengthen motivation, improve understanding of individual employee goals, and reduce turnover. At the same time, the effectiveness of such an approach depends on multiple factors, ranging from corporate culture and leadership skills to the specifics of the industry and the technologies used. Existing research gaps—particularly the insufficient exploration of the causal link between the frequency of 1:1 meetings and reduced resignations—highlight the need for further comprehensive studies. Examining the cultural, geographical, and industry-specific features of distributed teams will provide deeper insights into how regular individual discussions influence employee retention and development.

Methodology

A comprehensive approach was employed to achieve the research objectives, encompassing the analysis of statistical data and the examination of practical case studies on the use of regular one-on-one (1:1) meetings in remote teams. This section describes the specific research methods, criteria for data selection, and the process used to analyze the collected information.

Research Design

This study was conducted as an applied analysis focusing on methods and practices for conducting 1:1 meetings in companies where employees work in distributed teams. By incorporating multiple real-world cases, it was possible to compare various formats and frequencies of such meetings, thereby gaining a deeper understanding of their impact on employee retention and motivation.

Sampling and Data Selection

Data on interactions between managers and their subordinates from several large companies with distributed workforces were collected for the study. Key parameters included the frequency of 1:1 meetings, employee engagement and satisfaction levels, as well as staff turnover indicators. Data were gathered over the past year to reflect current practices and emerging trends.

Tools and Technologies

The primary tools for statistical analysis were Python-based data processing and visualization solutions (Pandas, Matplotlib). These enabled the identification of main trends and patterns related to 1:1 meetings and their influence on employee motivation and retention.

Data Collection Process

Information on 1:1 meetings, along with personnel turnover and engagement metrics, was obtained with the involvement of HR departments and managers at the companies under study. Due to confidentiality agreements, the specific names of these organizations are not disclosed, and all personal employee data have been anonymized.

Data Analysis Methods

To interpret the results, statistical methods—including correlation and regression analysis—were applied, allowing the researchers to determine the extent to which regular one-on-one meetings correlate with retention and engagement indicators. For qualitative data (interviews with employees and managers), content analysis was used to systematize practical examples and highlight the key factors behind effective and ineffective 1:1 meetings in a distributed environment.

By utilizing these methods and approaches, it was possible to conduct an in-depth and structured analysis of the impact of 1:1 meetings on employee retention and motivation in remote teams, as well as to address the main research questions.

Quantitative Research Results

This section presents the results of the analysis of collected statistical data. The primary goal of the quantitative analysis was to determine the extent to which the frequency and quality of 1:1 meetings correlate with employee retention and motivation indicators in remote teams.

General Characteristics of the Sample

The study analyzed data from 350 employees across four companies that regularly conduct individual meetings between managers and subordinates. The dataset included:

• Frequency of 1:1 meetings (number of meetings per month).
• Job satisfaction ratings (on a five-point scale, where 1 = very low satisfaction and 5 = very high satisfaction).
• Turnover indicator (whether the employee resigned within the year: yes/no).
• Employee tenure (measured in months).
• Engagement index (calculated based on a survey, with scores ranging from 0 to 100).

Summary statistics are presented below (Table 1).

Table 1

Summary Statistics for Key Parameters (n = 350)

* Turnover Indicator: Whether the employee resigned within the year (yes/no).

From the data in Table 1, it is evident that, on average, managers conduct just over two individual meetings per month with each employee (M=2.3). The average job satisfaction score is 3.9, indicating a generally positive perception of working conditions among the sample. The engagement index averages 73.2 points, which can be considered moderate to moderately high engagement. The turnover indicator (0.18) shows that approximately 18% of employees in the sample left their companies over the past year.

Correlation Analysis

To identify relationships between the frequency of 1:1 meetings, job satisfaction, engagement, and turnover, a Pearson correlation analysis was conducted. The resulting correlation matrix is presented in Table 2.

Table 2

Correlation Matrix (Pearson Coefficient, n = 350)

Note: All correlations are significant at p < 0.01.

Key Findings:

• The frequency of 1:1 meetings shows a moderate positive correlation with job satisfaction (r = 0.42, p < 0.01) and the engagement index (r = 0.46, p < 0.01). This indicates that more frequent individual interactions between managers and employees are associated with higher levels of satisfaction and engagement.
• A negative correlation is observed between the frequency of 1:1 meetings and turnover (r = -0.38, p < 0.01). This suggests that in departments where 1:1 meetings occur more often, the turnover rate is lower.
• The strongest negative correlation is found between job satisfaction and turnover (r = -0.54, p < 0.01), emphasizing the importance of satisfaction for employee retention.

Thus, the initial statistical analysis confirms that regular 1:1 meetings are positively associated with key HR metrics in remote teams.

Graphical Analysis of Relationships

To visually demonstrate the identified trends, graphs were constructed to show the relationship between engagement levels and turnover rates with the frequency of individual meetings.

Fig. 1. Relationship Between Engagement Index and Frequency of 1:1 Meetings

Figure 1 clearly shows that as the frequency of 1:1 meetings increases, the engagement index steadily rises. This growth may be attributed to the fact that regular individual discussions help employees better understand their tasks, feel supported by their manager, and identify opportunities for growth.

Fig. 2. Relationship Between Turnover Rate and Frequency of 1:1 Meetings

In Figure 2, it is shown that more frequent 1:1 meetings correlate with a lower turnover rate among employee groups. Regular interactions with a manager clearly contribute to clarifying expectations, addressing issues promptly, and increasing job satisfaction, ultimately reducing the likelihood of employees leaving the company.

Discussion of Quantitative Results

The analysis of the collected statistical data demonstrates that the frequency of 1:1 meetings can serve as an important predictor of employee engagement and satisfaction levels in remote teams. Regular individual discussions help identify problems at an early stage, set clear goals, and build trust-based relationships, positively affecting the psychological climate.

The reduction in turnover rates in teams where 1:1 meetings are held more frequently supports the hypothesis of their impact on employee retention. Employees who regularly receive feedback and feel supported by their managers are less likely to consider looking for new job opportunities.

The strength of the correlations (approximately 0.4–0.5 for key indicators) indicates that while 1:1 meetings are not the sole factor determining satisfaction or turnover, they make a significant contribution to the overall HR strategy. When combined with other tools for motivation and development, these meetings can greatly enhance the atmosphere within distributed teams.

Thus, the quantitative analysis confirms the initial assumptions about the importance and benefits of regular individual interactions between managers and employees in remote work environments. A deeper understanding of the causal relationships between 1:1 meetings and employee retention will be explored in subsequent sections, including qualitative results and discussions of practical case studies.

Qualitative Research Results

This section examines the results of qualitative data analysis obtained through in-depth interviews and focus groups with specialists and managers of distributed teams. The aim was to understand how 1:1 meetings influence employees’ personal experiences, their perception of managerial support, and their willingness to continue working within the organization.

Most of the employees interviewed noted that regular 1:1 meetings help them feel the significance of their contributions to team results. Respondents emphasized that during these conversations, they can raise pressing issues not only related to work tasks but also to career development. One participant remarked, “In 1:1 meetings, I feel like I am truly heard. It’s an opportunity to discuss challenges without fear of being judged by colleagues.” Another participant, who had just completed their probationary period, shared, “At first, I didn’t understand what was expected of me. But thanks to regular meetings with my manager, I quickly figured out the goals and was able to propose a couple of ideas. That’s very motivating.”

In several teams where 1:1 meetings were conducted consistently, employees highlighted an increased level of trust in their managers. Open discussions about tasks and problems, along with joint development planning, created an environment where employees were unafraid of making mistakes. One manager observed, “I see that the team is no longer intimidated by new challenges. Now we discuss risks in advance, and people feel more supported.”

Employees who had previously planned to leave their jobs often changed their minds after a series of personal conversations with their managers. Specifically, they gained a clearer understanding of the career goals they could achieve within their current organization. One such employee admitted, “I was already looking at job postings in other companies, thinking of changing industries. But after a few conversations with my manager, I realized that I have growth opportunities here—I just didn’t know about them before.”

However, some limitations were identified. Some participants mentioned that a too-formal approach to 1:1 meetings (when a manager simply “checks off” items or reads from a checklist) reduces their effectiveness. Another issue was the lack of time: during periods of heavy workload, employees and managers skipped meetings, negatively affecting trust levels. One respondent stated, “Sometimes the meetings are constantly rescheduled, and when we finally have one, it feels superficial. This approach just wastes time and doesn’t provide anything useful.”

Another employee noted, “If the manager doesn’t ask any questions and just says, ‘Good job, keep going,’ I don’t understand where my development is going. It feels like these meetings are just a formality.”

The results of the qualitative analysis confirm that 1:1 meetings provide employees with a sense of value and personal support. Their regularity and the manager’s genuine interest in individual goals reduce uncertainty and help employees develop within the company. However, the effectiveness of this tool largely depends on a mindful approach: when meetings are conducted superficially or as formal procedures, their value can significantly diminish.

Discussion of Results and Practical Recommendations

The findings presented in the previous sections highlight a strong connection between the frequency and quality of 1:1 meetings and key metrics such as job satisfaction, engagement, and turnover in remote teams. Quantitative analysis showed that more frequent and meaningful meetings correlate with higher satisfaction and engagement scores and help reduce turnover rates. Qualitative data supports this trend, showing that employees who perceive their manager’s interest in their development and challenges are more likely to stay with the organization.

It is especially important for 1:1 meetings to go beyond formal reporting and include discussions of goals and tasks, professional and personal plans, as well as conversations about emotional well-being and career prospects. With this approach, employees begin to feel supported, see real opportunities for growth, and receive timely feedback. However, if managers treat 1:1 meetings as formalities or frequently postpone them indefinitely, the effect diminishes, and employees may feel that their contributions are overlooked.

In practice, it may be beneficial for managers and HR professionals to devote greater attention to planning such interactions, striving to maintain a consistent meeting schedule and ensuring their meaningful depth. It is also advisable to prepare agendas in advance and foster an open environment where employees feel comfortable sharing ideas and concerns. Balancing a formal structure (to cover key topics) with flexibility (to address the individual context of the employee’s tasks and the distributed team’s dynamics) is crucial.

Regularly monitoring results—for instance, through feedback on 1:1 meetings, analysis of turnover trends, and satisfaction levels—allows organizations to adjust the meeting format and improve its effectiveness over time.

One limitation of this study is that corporate culture, industry specifics, and managers’ personal qualities can influence the effectiveness of 1:1 meetings, complicating direct comparisons between organizations. To gain a deeper understanding of how individual meetings impact employee retention, it is necessary to expand the scope of empirical data and the observation timeline to evaluate long-term effects related to career growth, role changes within the company, and overall organizational effectiveness metrics.