How to Conduct a Skip Level Meeting

Skip Level Meetings are often overlooked by organizations due to the day-to-day hassle they have to put up with. Managers in all probability define three or more project leads and then rely on their feedback, ignoring the need to know certain employees down the line. While that is the preferred route taken by most businesses, skip level meetings gives managers an ideal platform to gauge the performance of a particular employee and reward his or her contribution to maintain a healthy working environment.

This way, managers further get to know the capabilities of the lower staff and may provide them the chance to work on bigger opportunities, which in turn has a positive impact on the growth of the company. Moreover, cutting the direct supervision process will lead to unbiased judgments about certain employees. However, conducting skip level meetings requires proper timing, where an issue is addressed; suggestions are discussed and implemented for the betterment of the company.


  • 1

    Setting up the meeting

    Before calling an employee over, it is important that you set a date and inform the concerned workers about the skip level meeting. Managers for Large organizations will have trouble slotting time for such talks so it is important that they make a note of it. Avoid Cancelling, rescheduling, delaying or holding it at the last moment. Send invitations to all employees and ask them to confirm their presence - RSVP. Keep the direct supervisors in the loop as well so that they don’t feel insecure.

  • 2

    Do your homework

    Decide on the length of the meeting. Although the duration can stretch depending upon the discussion, don’t keep it too short where employees feel disengaged. Moreover, it is important that you review each employee’s performance beforehand, and what they have been able to accomplish within the organization. Prepare some questions which you are going to ask. This may be related to an upcoming project or an issue which you feel requires addressing. Draft out a purpose of the meeting and stick to it.

  • 3

    Conduct the meeting

    The meeting should have a professional feel, where you start by appreciating their presence. Talk about the issue you have prepared before asking employees some lighter questions, unrelated to the workplace. Get their opinion on it and answer their queries if possible.

  • 4


    After the meeting has taken place, you may be required to offer feedback. Send thank-you emails if all issues have been resolved or inform them that you will get back after reviewing the concerns again.

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