THE IMPORTANCE OF REGULAR CHECK-INS WITH YOUR TEAM
Written by Janine van Eck
In a busy establishment, changes in an employee's behaviour can sometimes go unnoticed until they begin affecting the team or the quality of service provided to clients. One of your most reliable employees may start arriving late, become short-tempered with colleagues, or show a decline in the standard of their work. Your first thought may be that their attitude has changed and that a warning is needed.
But before taking action, have you asked one simple question: What is going on?
There may be circumstances affecting the employee that management is unaware of. They could be dealing with personal challenges, family responsibilities, or other difficulties that are affecting their ability to cope at work.
By the time a change in behaviour becomes noticeable, the cause may have been building for some time. This is why regular conversations with employees are important. They give managers an opportunity to identify concerns early, understand what may be affecting an employee's performance, and offer support before a situation becomes serious.
This article explores why regular check-ins matter, how they differ from performance evaluations, and how emotional intelligence can help managers build stronger workplace relationships.
When Struggle Turns into Misconduct
Not all misconduct has an underlying personal cause. Some employees knowingly disregard workplace rules, and these situations must be addressed through fair and appropriate disciplinary procedures. However, in many cases, changes in behaviour are the first signs that something may not be right.
An employee who is feeling overwhelmed, unsure of what is expected, experiencing conflict with a colleague, or dealing with personal challenges may start showing signs of this at work before speaking about it.
If these changes go unnoticed, small concerns can develop into bigger workplace problems.
Some warning signs to look out for include:
Late arrivals or early departures becoming more frequent.
An employee becoming withdrawn, short-tempered, or unusually quiet.
A decline in the quality of work or negative client feedback.
More mistakes, missed bookings, or workplace procedures being overlooked.
A noticeable loss of enthusiasm or interest in work.
Regular check-ins give employers an opportunity to ask questions before they need to take further action. Instead of immediately asking, “What is wrong with you?”, managers can approach the conversation by asking, “What is happening, and how can I help?”
Sometimes, simply giving an employee the opportunity to speak can help identify a problem before it affects the team or client services.
A Check-In Is Not an Evaluation
Many managers hear the term “one-on-one meeting” and immediately think of a performance review. However, the two serve different purposes. Confusing them can make employees feel that every conversation with management is an opportunity to be criticised.
An evaluation looks back at an employee's performance, measures results against targets, and identifies areas that need improvement.
A check-in focuses on what is happening now. It gives the employee an opportunity to discuss their workload, challenges, concerns, and the support they may need.
Research by Gallup, a global workplace research and analytics organisation, highlights the importance of meaningful conversations between managers and employees. Its findings suggest that conversations focusing only on weaknesses are less meaningful to employees than those that recognise achievements, clarify priorities and build on individual strengths.
Gallup also highlights the value of frequent, meaningful conversations between managers and employees in improving engagement and workplace performance.
For employers and managers in the Hairdressing, Cosmetology, Beauty and Skincare Industry, this has practical value. Employee turnover can be costly, and a reliable, motivated team plays an important role in maintaining service standards, client relationships, and the overall success of an establishment.
Taking time to listen is not simply an act of kindness. It is also an investment in the people who contribute to your establishment every day.
How to Run a Check-In That Works
A check-in does not need a boardroom, complicated forms, or an hour of someone's time. It simply requires genuine attention and a willingness to listen.
Managers can start by asking a few straightforward questions, choosing one or two at a time:
“How are you finding your workload at the moment?”
“Is anything getting in your way that I can help with?”
“Do you have the training, equipment and products you need to do your best work?”
“What has gone well recently that you are proud of?”
“Is there anything I should know about how the team is getting along?”
A few simple habits can make these conversations more effective:
Keep it private and reasonably short: Ten to fifteen minutes is often enough for a routine check-in.
Give the employee an opportunity to speak openly: Listen carefully and avoid interrupting or immediately offering solutions.
Respect personal boundaries: Never pressure an employee to share personal details. Allow them to decide what they feel comfortable discussing and handle any information disclosed with sensitivity and discretion.
Follow through: If you agree to assist with something or investigate a concern, make sure you do so. Promises that are not kept can damage trust.
Keep brief notes: Record the main concerns raised and any actions agreed upon, particularly where follow-up is required.
The aim is not to turn every conversation into a formal meeting. It is to create an environment where employees feel comfortable raising concerns before they become bigger problems.
Making Check-Ins Part of Your Management Routine
A check-in that happens once and is then forgotten can do more harm than good. Employees quickly notice when a manager only shows interest when something goes wrong.
Consistency matters more than the length of the conversation. Short, regular discussions are often more useful than one lengthy meeting every six months.
To make check-ins part of your management routine, consider the following:
Schedule regular conversations: Put check-ins in your diary, just as you would a client appointment.
Make time on busy days: Busy periods are often when employees need support the most. Even a short conversation can make a difference.
Consider the size of your team: In a larger establishment, a short weekly team discussion can be combined with individual check-ins every second week.
Review your own consistency: Ask yourself which employees you have not spoken to properly in the past month.
It is important to remember that employees do not all need the same level of support. Some may need regular guidance, while others may simply appreciate knowing that management is available when needed.
Emotional Intelligence Can Be Learned
Many managers earn their positions through their technical skills and industry experience rather than formal training in people management. This is not a failing. Few people are born knowing how to manage workplace relationships or handle difficult conversations.
Emotional intelligence is a skill that can be developed through practice, self-awareness, and a willingness to learn.
Psychologist Daniel Goleman, who brought emotional intelligence to a wider business audience through his work published in the Harvard Business Review, identifies five key components:
Self-awareness: Understanding your own emotions and recognising how they affect your behaviour.
Self-regulation: Managing your reactions, particularly when dealing with stressful or frustrating situations.
Motivation: Maintaining a positive approach and working towards goals.
Empathy: Understanding and considering the feelings and experiences of others.
Social skills: Communicating effectively and building positive working relationships.
For managers in the Hairdressing, Cosmetology, Beauty and Skincare Industry, these skills can make a real difference in everyday situations. Practical ways to develop emotional intelligence include:
Taking a moment before reacting, especially when feeling frustrated.
Asking open-ended questions and genuinely listening to the answers.
Asking a trusted colleague or mentor for honest feedback on how you communicate with others.
Reflecting after a difficult conversation on what went well and what could have been handled differently.
Attending short courses or training sessions focused on people management and communication.
A manager who understands their own reactions is often better equipped to understand and manage the needs of others.
When a Check-In Reveals a Bigger Issue
Sometimes, a conversation uncovers something that needs more than a supportive discussion. Employers must understand when a situation requires further attention, particularly when it involves employee health or ongoing misconduct.
Two situations are worth considering:
Ill-health or injury
In the Hairdressing, Cosmetology, Beauty and Skincare Industry, employees may be exposed to physical demands such as repetitive movements, prolonged standing and regular contact with chemicals. These working conditions can contribute to health concerns or injuries.
When an employee's health affects their ability to perform their duties, employers should not automatically treat the situation as poor performance or misconduct.
The EOHCB's article on incapacity versus poor performance explains why these matters must be approached differently. Employers may need to consider relevant medical information, the employee's ability to perform their duties, and whether reasonable accommodation or alternative arrangements are possible.
Each situation should be assessed individually, with appropriate guidance where necessary.
Ongoing misconduct or poor performance
A supportive conversation does not mean that employers must overlook misconduct or ongoing performance concerns. However, misconduct and poor performance are different matters and should be addressed according to the applicable procedures.
Where an employee continues to disregard workplace rules or fails to meet reasonable performance standards, the employer may need to take further action.
The Code of Good Practice: Dismissal, which came into effect on 4 September 2025, replaced the previous Schedule 8 of the Labour Relations Act. It provides guidance on fair disciplinary and dismissal processes, including the importance of considering the circumstances of each case and whether corrective measures are appropriate.
Regular check-ins can help employers identify concerns, communicate expectations and record agreed actions. However, they do not replace formal performance management or disciplinary procedures where these are required.
Before taking formal action, employers are encouraged to consult a labour relations practitioner to ensure that the matter is handled fairly and in accordance with the applicable labour legislation.
Putting It into Practice
Regular check-ins will not prevent every workplace challenge. However, they can help employers recognise concerns earlier, build stronger relationships with employees and create an environment where people feel comfortable communicating openly.
For employers and managers, it is worth taking a moment to consider the following questions:
Have I taken the time to speak properly to each member of my team recently?
Am I listening to understand, or am I simply evaluating their performance?
Do my employees know they can approach me when they need support?
What have I promised to follow up on, and have I done so?
You do not need to change your entire management approach overnight. Start small. Set aside ten minutes this week to speak to an employee you have not had a proper conversation with for some time.
You may discover something that changes the way you understand, support, and lead your team.
Sometimes, better management starts with a simple question and the willingness to listen.
