Probation Isn't a waiting Game: How Managers Can Set New Starters Up to Succeed
A well-managed probation period isn't just about assessing someone. It's about giving them the tools and opportunity they need to succeed.
You've hired someone new - gone through the recruitment and interview process, got them through the door, introduced them to the team, worked through the onboarding process (see my previous blog about how to ensure your onboarding process is brilliant) and they’ve started working in their new role.
Now they're in their probation period, and this is where things can get a little tricky.
Because while probation gives you an opportunity to assess whether someone is right for the role, it shouldn't mean sitting back for three or six months, taking a hands-off approach, and watching to see how they get on.
If there are concerns about someone's performance, attendance, behaviour or suitability for the role, waiting until the final probation review to raise them isn't going to help anyone.
Equally, praise shouldn’t wait until their final review either.
They may have a perfectly reasonable explanation - they may need additional training, they may not have understood what was expected of them, or they may simply not be right for the role.
But you won't know unless you have the conversations before the ‘make or break’ conversation.
What should probation achieve?
The first few months of someone's employment are an opportunity to establish whether the role, the organisation and the employee are the right fit for each other. It should be remembered that it is absolutely a two-way process - they are determining if you’re the right fit for them as much as you are.
A well-managed probation period helps managers:
Set clear expectations
Identify training needs
Recognise strengths and achievements
Address concerns early
Support improvement where required
Assess suitability for the role
Make fair and informed decisions
It also gives the employee an opportunity to understand the role, settle into the team and decide whether the organisation is right for them.
An important point to note:
Employees should never be surprised by the outcome of their probation.
If someone reaches their final review having had no indication that there are concerns, only to be told they've failed probation, something has gone wrong with the process.
So how do you ensure that doesn’t happen?
The four principles of effective probation
A useful way to approach probation is to think about four elements:
Connection
Help employees feel welcomed, supported and part of the team.
Clarify
Make sure they understand their role, objectives, responsibilities and the standards expected of them.
Develop
Provide the training, coaching, feedback and support they need to perform effectively.
Assess
Review performance and determine whether the employee is suitable for the role.
You should return to these principles repeatedly throughout the probation period. It’s easy to think that your role is simply about assessing performance, but in fact it’s about helping people to perform in the first place.
The probation journey
A probation period shouldn't consist of one meeting at the beginning and one at the end with little to no contact in between.
It should involve regular conversations, reviews, and checkpoints which should be scheduled as part of the onboarding process.
Stage 1: Start of employment
The foundations should already have been established during onboarding, but make sure you've:
Explained expectations and objectives
Explained how performance will be assessed
Identified immediate training needs
Confirmed when you'll review progress
Made sure they know where to go for support
Remember that someone can have plenty of experience and still need time to learn your systems, processes and way of working.
Give them time to learn, but don't use "they're new" as a reason to avoid addressing obvious issues.
Stage 2: Initial review
Within the first few weeks, arrange an initial review.
This is an opportunity to ask:
How are they settling in?
Do they understand what's expected?
Is anything proving more difficult than expected?
Are there any training gaps?
What are they doing well?
Is there anything they need more support with?
It's also a chance to give early feedback.
Don't wait until the end of the probation period to tell someone that something needs to change - give them the opportunity to make the change as early as possible. After all, if they don’t know there’s an issue, they can’t do anything to fix it.
Stage 3: Regular check-ins
Regular 1:1s are an important part of effective management, but they’re particularly important during probation.
Use them to discuss:
Progress against objectives
Achievements
Challenges
Performance
Training and development
Coaching or mentoring
Any additional support required
Concerns from either side
And remember that these conversations shouldn't only focus on what's going wrong.
Recognise progress.
Celebrate achievements.
Tell them when they're doing something well.
At the same time, if something isn't working, talk about it.
As with the rest of your team, smaller conversations are much easier to manage than one big conversation when the issue is too big to ignore (or you reach the end of the new starter’s probation period)
Keep a simple record of what was discussed and any actions agreed - consider emailing the employee with an overview so that you both have a record. It will help you track progress and provide useful evidence when you reach the final review.
Don't wait until the final review to raise concerns
This is one of the biggest mistakes managers make during probation.
Something isn't quite right, but it's early days.
So you give it another couple of weeks.
Then another week.
Before you know it, you're approaching the end of probation, and the problem still hasn't been addressed.
If there is an issue, talk about it.
That doesn't mean immediately telling someone they're failing. It means explaining what you've noticed, asking questions, and allowing them to respond.
For example, if someone is regularly late, there may be a reason.
If they're struggling with a particular task, they may not have received the training they need.
If their work isn't meeting the expected standard, they may not understand what that standard is.
You won't know until you ask.
When raising an issue:
Be specific about the concern.
Give examples.
Explain what needs to change.
Allow the employee to respond.
Agree what support they need.
Set a timeframe for reviewing progress.
Record what was discussed and agreed.
Then follow up in an agreed timescale.
Things to watch out for as a manager
Don't let probation drift
A probation period doesn't automatically extend simply because you haven't completed the final review.
If you intend to extend probation, check the employment contract and your organisation's procedure and make sure the extension is handled appropriately before the original probation end date.
Example
Poor practice
A manager forgets to arrange the final review and assumes the probation period can be discussed a few weeks later.
Better practice
The manager schedules the review several weeks before the end date and, where additional time is genuinely needed, follows the organisation's procedure and confirms the extension appropriately before probation expires.
Why it matters
The contractual terms of probation, including what happens when it ends, can have legal and contractual implications. Don't assume you can simply extend probation retrospectively.
If you're unsure, seek appropriate HR or employment law advice.
Don't let the final review be a surprise
If there are performance, attendance or conduct concerns, the employee should know about them before the final meeting.
Example
Poor practice
An employee receives positive feedback throughout their probation period before unexpectedly being told they've failed.
Better practice
The manager raises concerns when they arise, agrees clear objectives, provides support and regularly reviews progress.
Why it matters
A fair and well-managed process is much easier to demonstrate when concerns, expectations, support and progress have been discussed throughout the probation period.
What happens at the end of the probationary period?
By the final review, there shouldn't be any major surprises.
Review:
Performance
Attendance
Conduct
Progress against objectives
Strengths and achievements
Areas for improvement
Training and development
Overall suitability for the role
Depending on your organisation's processes, contractual arrangements and the circumstances, the outcome may be to:
Pass
The employee has met the required standard and is confirmed in post.
Extend
Additional time may be appropriate where there is a genuine reason to believe the employee can make the necessary improvements.
Check your contract and organisation's procedure before extending the employee’s probation, and make sure the extension is handled appropriately.
Fail
The required standard has not been met and, having considered the circumstances and followed the appropriate process, the organisation decides that the employee isn't suitable for the role.
If this is the outcome, make sure you've taken appropriate advice and followed your organisation's process and the employee's contractual and legal rights.
A simple probation checklist for managers
At the start
☐ Have I explained what is expected?
☐ Does the employee understand their objectives?
☐ Have I identified any immediate training needs?
☐ Have I explained when we'll review progress?
Throughout probation
☐ Am I having regular 1:1s?
☐ Am I giving positive and constructive feedback?
☐ Am I recognising achievements?
☐ Am I addressing concerns promptly?
☐ Have I checked they have the support and resources they need?
☐ Am I recording important discussions and agreed actions?
Before the final review
☐ Have I reviewed progress against objectives?
☐ Have I addressed any concerns already?
☐ Have I provided appropriate support and opportunities to improve?
☐ Have I scheduled the final review in good time?
Need support managing your people?
At Mint Manager, we can help ensure your onboarding and probation processes give managers the structure and support they need to manage new starters effectively. If you'd like guidance reviewing your current processes, get in touch to find out how we can support your business and managers.
Probation Period FAQs
What is the purpose of a probation period?
A probation period allows both the employer and employee to assess whether the role is the right fit. For managers, it provides a structured period to assess performance, conduct, attendance, skills and suitability, while giving the employee time to understand the role, organisation and expectations.
How often should you review an employee during probation?
There isn't one universal schedule, but regular check-ins are good practice. Many organisations combine an initial review within the first few weeks with regular 1:1s throughout probation and a formal review before the probation end date. The important thing is that probation should not be treated as one meeting at the beginning and one at the end.
What should a manager discuss during a probation review?
A probation review should cover progress against objectives, performance, attendance, conduct, achievements, challenges, training and development needs, and any additional support required. The employee should also have an opportunity to raise questions or concerns.
When should a manager raise concerns during probation?
As soon as there is a genuine concern that needs addressing. Managers shouldn't wait until the final probation review to tell an employee that their performance, attendance or conduct isn't meeting expectations. Raising concerns early allows the employee to understand the issue, respond and make improvements.
Can probation be extended?
A probation period may be capable of being extended, but this depends on the employment contract and the organisation's procedures. Managers should check the relevant contractual terms and make sure any extension is handled appropriately and confirmed before the original probation period ends. If you're unsure, seek appropriate HR or employment law advice.
What happens if an employee fails their probation?
If an employee doesn't meet the required standard during probation, the employer should follow the relevant contractual and organisational process. Depending on the circumstances, the outcome could include confirming the employee in post, extending probation where appropriate, or taking further action, potentially including termination of employment. Appropriate HR or employment law advice should be sought where necessary.
Should probation reviews be documented?
Yes. Keeping a clear record of important probation conversations, including objectives, feedback, concerns, support offered and agreed actions, helps both the manager and employee understand what has been discussed. It also provides a useful record when making decisions at the end of probation.
What should a manager do if an employee is struggling during probation?
Don't wait for the final review. Talk to the employee about the specific issue, allow them to explain what's happening, identify whether training or additional support is needed, agree what needs to improve and set a timeframe for reviewing progress. Someone struggling during probation isn't necessarily someone who will fail it.
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