Team Spirit Co., Ltd. Comparison survey of 1on1 meetings between large companies and growing ventures The pe rcentage of growing ventures who “realize the effect of 1on1” is 16.5 points higher than that of large companies

Team Spirit Co., Ltd.
[Comparison survey of 1on1 meetings between large companies and growing ventures] The percentage of growing ventures who “realize the effect of 1on1” is 16.5 points higher than that of large companies ~ What is the content of the 1on1 meeting where you can feel the effect? ~
Team Spirit Co., Ltd. (Headquarters: Chuo-ku, Tokyo, Representative Director: Koji Ogishima), which develops and provides the work style reform platform “TeamSpirit” series, is a manager, CHRO, and personnel manager of a large company (over 1,000 employees). 108 people and 107 managers, CHROs, and personnel managers of growing venture companies (company that has achieved revenue growth for three consecutive years and has been established for 3 to 10 years). We are pleased to inform you that we have conducted a 1on1 awareness survey.
■Survey summary
[Image 1

■Survey overview
Survey overview: 1on1 awareness survey of large companies and growth ventures Survey method: Internet survey planned by IDEATECH’s research PR “Resapie (R) ︎” Survey period: September 12, 2022 to September 13, 2022
Valid responses: 108 managers/CHROs and HR managers of large companies (1000 or more employees) and growth venture companies (companies that have achieved revenue growth for three consecutive years and have been established for 3 to 10 years) 107 managers, CHROs, and personnel managers
*Composition ratios are rounded off to the second decimal place, so the total does not necessarily add up to 100.
≪Terms of Use≫
1 Please specify the name of “TeamSpirit” as the source of the information. 2 When using on a website, please set up the link below as the source. URL: https://www.teamspirit.com/ja-jp/
1. The main purpose of 1on1 meetings is “building a relationship of trust between bosses and subordinates”, which is the most common for both large companies and growth ventures, at over 60%.
[Image 2

-Large companies (n=108)-
Building a relationship of trust between superiors and subordinates: 67.6% Feedback on work: 63.0%
Improved motivation of subordinates: 55.6%
Proper goal setting: 50.9%
Promoting understanding of company and business policies and strategies: 36.1% Career support for subordinates: 33.3%
Mental and physical health check: 32.4%
Private mutual understanding: 25.0%
Other: 0.0%
Don’t know/can’t answer: 4.6%
-Growing venture companies (n=107)-
Building a relationship of trust between superiors and subordinates: 64.5% Improved motivation of subordinates: 60.7%
Proper goal setting: 56.1%
Feedback on work: 51.4%
Promoting understanding of company and business policies and strategies: 48.6% Mental and physical health check: 47.7%
Private mutual understanding: 29.0%
Career support for subordinates: 29.0%
Other: 0.9%
Don’t know/can’t answer: 0.0%
2. 89.7% of growth ventures realized the “effect of 1on1 meetings”, a result 16.5 points higher than that of large companies
[Image 3

-Large companies (n=108)-
Very aware: 28.8%
Somewhat aware: 44.4%
Not very aware: 17.6%
Not at all: 0.9%
Don’t know/can’t answer: 8.3%
-Growing venture companies (n=107)-
Very aware: 40.2%
Somewhat aware: 49.5%
Not very aware: 7.5%
Not at all: 2.8%
Don’t know/can’t answer: 0.0%
3. The effect of 1on1, the largest number of large companies “increased the number of times of communication between superiors and subordinates”, while the largest number of venture companies “improved understanding of business”
[Image 4

-Large companies (n=79)-
Increased communication between superiors and subordinates: 67.1% Improved understanding of the business: 51.9%
Be able to assign tasks according to the personality of subordinates: 49.4% The quality of subordinates’ work has improved: 41.8%
Work productivity of subordinates improved: 39.2%
Employee turnover rate decreased: 35.4%
Suggestions from subordinates increased: 31.6%
Other: 0.0%
Don’t know/can’t answer: 1.3%
-Growing venture companies (n=96)-
Improved understanding of the business: 63.5%
Increased communication between superiors and subordinates: 57.3% Be able to assign tasks according to the personality of subordinates: 49.0% Work productivity of subordinates improved: 42.7%
The quality of subordinates’ work has improved: 41.7%
Employee turnover rate decreased: 40.6%
Suggestions from subordinates increased: 31.2%
Other: 1.0%
Don’t know/can’t answer: 0.0%
4. The most common reason for not realizing the effect of 1on1 is that both large companies and growth ventures lack the know-how of 1on1 meetings for their bosses.
[Image 5

-Large companies (n=20)-
Boss lacks know-how for 1on1 meetings: 45.0%
Because the productivity of subordinates’ work is not improved: 30.0% Because I can’t see any remarks or suggestions from my subordinates: 30.0% Because there is no change in the number of times communication between superiors and subordinates: 25.0%
Because subordinates’ goal achievement rate does not improve: 25.0% Employee turnover rate is not improved: 20.0%
Because it is difficult to secure time for each person: 15.0% Because the quality of subordinates’ work is not improved: 15.0% Because I can not grasp the personality of my subordinates satisfactorily: 10.0% Other: 0.0%
Don’t know/can’t answer: 10.0%
-Growing venture companies (n=11)-
Boss lacks know-how for 1on1 meetings: 63.6%
Because there is no change in the number of times of communication between superiors and subordinates: 36.4%
Employee turnover rate is not improved: 36.4%
Because the productivity of subordinates’ work is not improved: 36.4% Because the quality of work of subordinates is not improved: 36.4% Because subordinates’ goal achievement rate does not improve: 36.4% Because I can’t see any remarks or suggestions from my subordinates: 27.3% Because I am not able to grasp the personality of my subordinates satisfactorily: 18.2%
Because it is difficult to secure time for each person: 9.1% Other: 0.0%
Don’t know/can’t answer: 0.0%
In 5.1on1, more than half of the companies implement “internal sharing of the purpose and importance of meetings” and “management and feedback based on work man-hours and work hours”
[Image 6

-Large companies (n=79)-
Internal sharing of the purpose and importance of 1on1 meetings: 68.4% Management and feedback based on man-hours and working hours: 58.2% Thorough coaching, not teaching: 45.6%
Setting up frequent 1on1 meetings: 39.2%
Thorough post-meeting review: 32.9%
Prior hearing for subordinates: 29.1%
Other: 0.0%
Don’t know/can’t answer: 0.0%
-Growing venture companies (n=96)-
Internal sharing of the purpose and importance of 1on1 meetings: 58.3% Management and feedback based on man-hours and working hours: 53.1% Pre-interview with subordinates: 53.1%
Setting up frequent 1on1 meetings: 50.0%
Thorough coaching, not teaching: 43.8%
Thorough post-meeting review: 31.2%
Other: 1.0%
Don’t know/can’t answer: 0.0%
In 6.1on1, more than 60% realized that it is necessary to “recognize what you have done” in order to promote the growth of subordinates and employees.
[Image 7

-Large companies (n=108)-
Acknowledge what you have done: 62.0%
Setting goals according to skills and personality: 53.7%
Creating an environment where people can express their true feelings: 46.3% Thorough coaching: 42.6%
Thorough review of 1on1 meetings: 37.0%
Other: 0.0%
Don’t know/can’t answer: 5.6%
-Growing venture companies (n=107)-
Acknowledge what you have done: 65.4%
Setting goals according to skills and personality: 53.3%
Thorough review of 1on1 meetings: 51.4%
Creating an environment where people can express their true feelings: 44.9% Thorough coaching: 37.4%
Other: 0.0%
Don’t know/can’t answer: 0.0%
7. Among the questions asked in 1on1, growth ventures most often asked “questions that make them look back on their successful experiences,” while large companies most often asked “questions that make them think about the challenges to achieve their goals.”
[Image 8

-Large companies (n=108)-
Questions that make you think about the challenges to achieve your goals: 61.1% Questions asking what we can help: 41.7%
Questions that reflect on successful experiences: 40.7%
Questions asking about restrictions on behavior: 40.7%
Questions about the future: 38.9%
Questions that make you look back on your failure experience: 30.6% Others: 0.9% (53 years old: non-work, private topics)
Don’t know/can’t answer: 8.3%
-Growing venture companies (n=107)-
Questions that reflect on successful experiences: 61.7%
Questions that make you think about the challenges to achieve your goals: 57.9% Questions about the future: 55.1%
Questions that make you look back on your failure experience: 47.7% Questions asking what we can help: 43.0%
Questions asking about restrictions on behavior: 33.6%
Other: 2.8%
Don’t know/can’t answer: 0.0%
8. 92.5% of venture companies answered that they would like to strengthen 1on1 in the future, while large companies were 8.3 points lower than venture companies
[Image 9

-Large companies (n=108)-
Strongly agree: 41.6%
Somewhat agree: 42.6%
Not so: 5.6%
Strongly disagree: 2.8%
Don’t know/can’t answer: 7.4%
-Growing venture companies (n=107)-
Strongly agree: 50.4%
Somewhat agree: 42.1%
Not so much: 4.7%
Strongly disagree: 0.9%
Don’t know/can’t answer: 1.9%
9. Reasons for further focusing on 1on1 include “diversification of employee values” and “ensuring psychological safety”
[Image 10

-Large companies (n=91)-
Because employee values ​​are diversifying: 63.7%
Because it leads to ensuring the psychological safety of employees: 62.6% Because it leads to the realization of work style reform: 46.2% High mobility of human resources makes it difficult to secure excellent human resources: 40.7%
Because it leads to the realization of employee well-being: 40.7% Because it leads to early detection of deterioration of the internal environment: 28.6%
Due to concerns about lack of communication due to the corona crisis: 26.4% Because growing companies are focusing: 13.2%
Other: 0.0%
Don’t know/can’t answer: 0.0%
-Growing venture companies (n=99)-
Employee values ​​are becoming more diverse: 55.6%
Because it leads to ensuring the psychological safety of employees: 53.5% Because it leads to the realization of work style reform: 52.5% High mobility of human resources makes it difficult to secure excellent human resources: 49.5%
Because it leads to the realization of employee well-being: 43.4% Because it leads to early detection of deterioration of the internal environment: 35.4%
Because growing companies are focusing: 26.3%
Due to concerns about lack of communication due to the corona crisis: 22.2% Other: 0.0%
Don’t know/can’t answer: 0.0%
10.In addition to 1on1’s “building a relationship of trust”, there are also voices of “excavating new businesses and ideas” in venture companies
For those who answered anything other than “I don’t know/can’t answer” in Q9, I asked them, “If there is any reason why you would like to focus on your company’s 1on1 meeting measures in addition to what you answered in Q10 and Q9, please tell us freely. (free answer)”, large companies (n=91) responded, “I think it’s effective in developing human resources efficiently and preventing a decline in the turnover rate,” and “I want to increase opportunities to speak frankly. We were able to obtain responses such as “building a relationship of trust” and “developing new businesses and ideas” and “building a relationship of trust” from growing venture companies (n=99).
-Large companies: free answers/partial excerpts (n=91)-
57 years old: I think it is effective in developing human resources efficiently and preventing a decline in the turnover rate.
43 years old: Increase opportunities to speak honestly and build a relationship of trust.
Age 53: Improves employee loyalty, fosters camaraderie, eliminates loneliness. 71 years old: I want to set goals and concretely achieve them to motivate myself.
Age 60: Employee development.
59 years old: I want to develop subordinates who can formulate business plans. 65 years old: Do not push. Respect for autonomy and cooperation. 62 years old: Anyway, it is important to take a place for communication. -Growing venture companies: free answers/partial excerpts (n=99)- 43 years old: Digging up new businesses and ideas.
41 years old: Building trust.
57 years old: Employee job satisfaction and productivity improvement. 35 years old: Because it has more than a certain effect in improving the mental health of employees.
45 years old: Comfortable working environment.
45 years old: Identifying specific issues.
42 years old: I think the amount of internal communication is proportional to the company’s performance.
■Summary
This time, 108 managers/CHROs and personnel managers of large companies (with more than 1,000 employees) and growth venture companies (companies that have achieved revenue growth for three consecutive years and have been established for 3 to 10 years). We conducted a 1on1 awareness survey of large companies and growth ventures targeting 107 managers, CHROs, and personnel managers. It is clear that 89.7% of growth ventures realize the “effect of 1on1 meetings”. Although large companies also feel the effects, compared to growth ventures, the results were 16.5 points higher for growth ventures. When asked about the effects of 1on1 they feel, the most common response from large companies was “increased frequency of communication between superiors and subordinates,” while the most common response from venture companies was “improved understanding of the business.” . There were also differences in the questions asked in the actual one-on-one sessions. Growing startups most frequently asked questions that made them look back on their successful experiences, while large companies most often asked questions that made them think about the challenges they face in achieving their goals. However, we found that many managers of both large companies and venture companies believe that it is necessary to “recognise what they are doing” in order to promote the growth of their employees. .
In the future, 92.5% of venture companies answered that they would like to further strengthen 1on1 in order to ensure the diversification of employee values ​​and to ensure the psychological safety of employees. , On the other hand, large companies were 8.3 points lower than venture companies.
[Team Spirit Co., Ltd. Corporate Communication Team Manager Evangelist Shohei Ogishima Comment]
From this survey, we found that there is a difference in the purpose of 1on1 meetings between large companies and growing venture companies. In large companies, the main purpose is to “improve the sense of belonging” and “improve motivation” of employees, and it is set up as a place to think about problem solving for the goals of departments and individuals. It seems that it tends to be set up to “discover new business ideas” and “enhance understanding of business”. From this, it seems that the way 1on1 should be changed according to the size of the company, and the 1on1 skill of the boss is also required. Although there are differences in purpose, 1on1 is a place for communication between bosses and employees because of the diversification of values ​​in modern times and the need to ensure psychological safety in the corona crisis. Recognition that it is essential to work while building a relationship of mutual trust It seems to be common in many companies.
TeamSpirit will continue to develop and provide “TeamSpirit” and “TeamSpirit EX” to promote the creation of innovation in all industries and companies. We will continue to.
[What is TeamSpirit]
The work style reform platform “TeamSpirit” is a cloud service that unifies the internal work that employees use every day, such as attendance management, man-hour management, expense reimbursement, electronic approval, internal SNS, and calendar. By linking multiple functions, it is a mechanism that naturally gathers information on the activities of workers from the time they arrive at work to the time they leave the office. It enables effective time management that leads to improved productivity by identifying activities that are not necessary.
Since it is compatible with mobile phones and can be used anywhere, it is an ideal service for various work styles such as telework, which has been increasing in recent years.
Service introduction page: https://www.teamspirit.com/ja-jp/ [About Team Spirit Co., Ltd.]
TeamSpirit Co., Ltd. is a B2B SaaS company that provides the work style reform platform TeamSpirit. Under the mission of “making everyone a creative person,” we contribute to “work style reform that creates innovation” that draws out the professional power of each person, and by building a strong team, everyone can change. Aiming for a world that stirs up.
Corporate website: https://corp.teamspirit.com/ja-jp/
・”Team Spirit” and “TeamSpirit” are registered trademarks of Team Spirit Co., Ltd.
・Other service names are service names, trademarks or registered trademarks of each company.
■Click here for details.
https://prtimes.jp/a/?f=d21273-20221002-76028ffbf27a5c3a65b0581a49d5d38d.pdf ――――――――――――――――――――――――――――――――――――――
[Inquiries regarding this matter]
Team Spirit Co., Ltd. PR Secretariat
Billcom Co., Ltd. Person in charge: Fukumoto
TEL: 03-5413-2411 / FAX: 03-5413-2412 / Email: teamspirit@bil.jp ――――――――――――――――――――――――――――――――――――――
■ Team Spirit Co., Ltd. Twitter official account (@teams_staff) https://twitter.com/teams_staff
■ Team Spirit Inc. Facebook official account (@teamspirit.jp) https://www.facebook.com/teamspirit.jp/
■ Team Spirit Co., Ltd. official note
https://note.teamspirit.com/
■Innovation Research Institute “WITH”
https://with.teamspirit.com/
Details about this release:
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