#148 Renamed one-to-one to more correct one-on-one form.

content/procedures/employee-onboarding.md

@@ -96,8 +96,8 @@ The Team Leader will also make sure that:
 
 * The buddy reviews the core-skills list with the colleague and a training plan is laid out on the topics that need upskilling
 * HR and the employee will schedule a 30 mins self-introduction to the whole company
-* HR will schedule a 1-on-1 meeting with the employee at the end of the second week, to check in on the [onboarding goals](/guides/an-effective-onboarding-structure)
-* The Team Leader will schedule a 1-on-1 meeting with the employee at the end of the first month, to exchange feedback and set the goals for the next couple months
+* HR will schedule a one-on-one meeting with the employee at the end of the second week, to check in on the [onboarding goals](/guides/an-effective-onboarding-structure)
+* The Team Leader will schedule a one-on-one meeting with the employee at the end of the first month, to exchange feedback and set the goals for the next couple months
 * Marketing will contact the employee to choose a face wall shot (this can be used as a profile picture as well)
 
 ## Things to do one month after the onboarding

content/working-at-sparkfabrik/impact-assessment.md

@@ -27,7 +27,7 @@ Each employee has [accountabilities](/organization/accountabilities#per-role-acc
 
 For each point in the impact assessment card, you can mark out one of three possible values:
 
-* **I still can't match the expectation**: You feel you still can't jump the bar. Take a short note of how you think you can do better and discuss about it in 1-on-1 meeting with your responsible, your senior colleagues or HR.
+* **I still can't match the expectation**: You feel you still can't jump the bar. Take a short note of how you think you can do better and discuss about it in one-on-one meeting with your responsible, your senior colleagues or HR.
 * **I deliver what's expected**: You think you're a perfect fit - or can be a perfect fit if you're assessing your match for a new seniority level or for a project role.
 * **I exceed this expectation**: You think you are doing (or you can do) more than expected. Take a short note so we can discuss this and, if we all agree, reward your merits.
 
@@ -41,7 +41,7 @@ Of course, there are moments when this is most valuable:
 * When you feel lost about your [role and duties](/organization/accountabilities) and want to check in on them to focus on what's important
 * When you think you are ready for a [step up in your career](/working-at-sparkfabrik/career-advancement), you can take your assessment to the table to talk about your perceived strengths and weaknesses
 * When you ask for a raise, you can sustain your request with a list of your positive impacts
-* Right before one of the [1-on-1 meetings](/working-at-sparkfabrik/one-to-one-meetings) scheduled by the company
+* Right before one of the [one-on-one meetings](/working-at-sparkfabrik/one-on-one-meetings) scheduled by the company
 
 ## Self-assessment vs external feedback
 

content/working-at-sparkfabrik/one-to-one-meetings.md → content/working-at-sparkfabrik/one-on-one-meetings.md

@@ -3,23 +3,23 @@ Description: How we make sure people grow and express themselves in SparkFabrik
 Sort: 60
 */
 
-Our one-to-one meeting is heavily inspired in spirit and practice by the [24 questions to ask in your next 1:1 meeting](https://www.small-improvements.com/blog/24-questions-ask-next-11-meeting/) post by Jason Lauritsen on the _Small improvements_ blog.
+Our one-on-one meeting is heavily inspired in spirit and practice by the [24 questions to ask in your next 1:1 meeting](https://www.small-improvements.com/blog/24-questions-ask-next-11-meeting/) post by Jason Lauritsen on the _Small improvements_ blog.
 
 HR representatives and team leads engaging in one-to-ones with developers are required to read the whole post and take inspiration.
 
 ## Cadence
 
-The time is always right for a one-to-one, should the need arise. Anyone who wants to have a conversation with HR or the company management, be it on a specific topic or to share general feedback, can ask for one from HR.
+The time is always right for a one-on-one, should the need arise. Anyone who wants to have a conversation with HR or the company management, be it on a specific topic or to share general feedback, can ask for one from HR.
 
-As a rule of thumb, the company will make sure that every employee has at least two one-to-one meetings each year. All employees with a role in operations will attend the meeting with a designated HR representative.  
+As a rule of thumb, the company will make sure that every employee has at least two one-on-one meetings each year. All employees with a role in operations will attend the meeting with a designated HR representative.  
 There are no prerequisites for one-to-ones, and an effective agenda for the meeting is detailed below, but each employee who wants to take the most out of the event must come prepared with topics to discuss.
 
-The one-to-one is a great opportunity to talk about your career, your performance, and your professional goals. If you feel this is important, we strongly advise you [get ready for the meeting with a self-assessment](/working-at-sparkfabrik/impact-assessment).  
+The one-on-one is a great opportunity to talk about your career, your performance, and your professional goals. If you feel this is important, we strongly advise you [get ready for the meeting with a self-assessment](/working-at-sparkfabrik/impact-assessment).  
 Optionally you can ask for an assessment from your responsible or senior teammate - this is especially recommended for junior developers.
 
 ## Goal
 
-The one-to-one meeting is **not** an occasion for control or top-down education. It is a meeting **of the employee and for the employee**, with the following goals:
+The one-on-one meeting is **not** an occasion for control or top-down education. It is a meeting **of the employee and for the employee**, with the following goals:
 
 * Receive honest feedback
 * Provide honest feedback
@@ -35,7 +35,7 @@ To achieve meeting goals we set the following agenda over a 60 minutes meeting:
 3. **Impediments** (15 mins): What obstacles are you encountering right now? Where do you struggle?
 4. **Next goals** (15 mins): What are the most important things you will focus on before we meet next (relates to point 1)? Can we state it as a [SMART](https://en.wikipedia.org/wiki/SMART_criteria) goal?
 5. **Offer to help** (10 mins): What can we as your managers do better or differently to support you?
-6. **Facilitator feedback** (5 mins): What are your feelings on this one-to-one? How should I improve as a facilitator?
+6. **Facilitator feedback** (5 mins): What are your feelings on this one-on-one? How should I improve as a facilitator?
 
 ## Outcome