Formal versus informal meetings

Whether addressing performance issues, discussing policy changes or resolving conflict, in today’s work environment employers are often faced with the difficult decision of handling a matter formally or informally. It is important to understand when to use one approach over the other, as it can significantly impact the outcome of the meeting.  This article will explore the differences between formal versus informal meetings. Additionally, this article will also outline when to have a formal or informal meeting.

Differences of formal versus informal meetings:

There are two main types of meetings, these consist of formal and informal.  With any type of meeting, it is important to note that they each have their own set of characteristics, and one may be more suitable than another, depending on the circumstances.

Formal meetings tend to be more structured, organised and follow a specific agenda or procedure.  These types of meetings usually involve a set group of participants, require comprehensive planning, and are conducted in a professional setting.  Formal meetings are characterised by a clear objective, clear documentation and often involve the presence of a senior leader.

Whereas informal meetings are considered to be more flexible. These types of meetings may occur without a formal agenda and may take place in casual settings.  Informal conversations encourage open dialogue, which make them ideal for brainstorming sessions, team-bonding or quick check-ins. It is important to note that in some circumstances, an issue or problem may initially be addressed informally.  If the issue or problem continues, it may need to be addressed formally.

Deciding between a formal versus informal meeting:

When deciding between which type of meeting to conduct, the following must be considered:

• The incident or issue itself and what the level of significance is;

• The broader impact, if other people were involved and if there are potential threats as a result of this incident/issue; and

• If this a recurring or once off incident/ issue and if it has been addressed in the past.  

Additionally, evaluating the urgency, the participants involved, and the desired outcomes can also help determine the appropriate type of meeting.

When to have a formal meeting:

As previously mentioned, formal meetings typically include an agenda with items for discussion and a specific time and place reserved for these discussions to occur.  There are certain instances in which a formal meeting may be more appropriate than an informal meeting.  Formal meetings are appropriate for situations which require a detailed discussion, decision-making, disciplinary action or accountability.  A formal meeting in the context of HR, is appropriate in several scenarios, these include but are not limited to:

• Performance reviews to discuss an employee’s performance, provide feedback and provide a Performance Improvement Plan if required;

• Disciplinary action to address misconduct or violations to a Company’s Policies and Procedures;

• Policy changes to discuss the introduction of new Policies and Procedures which require clear communication;

• Conflict resolution to address serious disputes which require mediation and thorough documentation;

• Workplace investigations or show cause process, where an employee is required to respond to an allegation/s;

• Restructuring (Redundancy or Redeployment) to discuss Organisation/Company changes with affected employees.

When to have an informal meeting:

Informal meetings are usually applied for everyday communications, minor issues and clarifications and routine check-ins.  Participants are often allowed to speak freely and without interruption, however, it is important that these discussions stay on topic. Although, informal meetings do not require thorough documentation, it is a good idea to still document these meetings as well.  An informal meeting in the context of HR, is appropriate in several scenarios, these include but are not limited to:

• Addressing minor performance or behaviour issues;

• Routine check-ins to see how employees are doing and gather informal feedback;

• Brainstorming sessions to generate ideas on projects or initiatives;

• Minor workflow concerns or immediate feedback;

• Team bonding.

If you require assistance with any of the matters raised in this article, or wish to gain further information, please contact the team at HR Business Assist on 1300 138 551.