How to Manage Probationary Periods Effectively

• Set clear, written goals and expectations from day one.
• Provide ongoing training and regular support, not just at induction.
• Schedule frequent check-ins to review progress and catch issues early. And always give specific, actionable feedback.
• If problems arise during probation, address them immediately. Don’t wait for new hires to solve them themselves.
• Base final decisions on evidence gathered during the probationary period.

A probationary period is the initial stage of employment where the employer assesses whether the new hire is suitable for the role. It typically lasts between three and six months, but the exact length can vary depending on the business and the complexity of the job.

Probationary periods should do three things:

• Prove the hire can do the job
• Show how they handle real pressure
• Test if they fit your work culture

Managing a probationary period at work actually starts before the new hire arrives. Preparation ensures the process is fair, structured and suits the needs of the role.

Start by reviewing and updating the job description. Make sure it accurately reflects the responsibilities, required skills and expectations for someone new to the role. Set realistic goals for the probationary period that account for learning time and support needs.

Clarify internal responsibilities, too. Line managers should know what to assess, how progress will be tracked and when reviews will take place.

From the moment the new employee joins, be clear about what success looks like. During induction, explain the performance standards they’re expected to meet, what targets apply and how they’re expected to behave in the workplace.

Put these expectations in writing so there’s no confusion later. Clear, early communication helps prevent misunderstandings, builds confidence and lays the foundation for a strong working relationship.

Even skilled new hires need time and support to settle in.

Start with a clear training plan. Cover not just technical skills, but also how your systems, processes and company culture work, including the probationary period policy.

Training shouldn’t necessarily end after induction. It’s best to tackle skill gaps early and offer extra training if needed. Encourage questions and make it clear it’s okay to ask for help.

With support, your new hire will perform better. Good support also shows you’re invested in their success, which helps motivate and build mutual trust.

Don’t leave your new hire alone and wait for the end of probation. Regular reviews catch small problems before they become big ones. They also reassure the employee they’re doing well, or give them an opportunity to discuss improvement.

Check in at least once a month, but ideally once a week. At each meeting, learn about what your new employee has achieved so far and any problems they’ve face. You can also give feedback on what you think is going well and what needs work.

Make a written record of what you discuss. Keep simple notes on the targets set, the support agreed and any concerns raised. These records help you follow through on commitments and provide useful evidence if you later decide to extend the probation or end the contract.

Don’t be vague with feedback. Everything you say should be clear, actionable and backed up by examples. It should also make it clear how to improve. And always focus on the work, not the person.

For example, saying “you need to improve communication” isn’t helpful.

Instead, say things like:

• “In the last meeting, you interrupted two colleagues. Next time, wait until they finish.”
• “Your report last week was clear and on time, that’s the standard we want to keep.”

Also, deal with problems as they come up. Don’t store up issues for the final review. Early action gives the employee a fair chance to improve, which is another reason regular check-ins are important.

If problems come up, deal with them quickly. Don’t wait and hope they fix themselves.

If someone is struggling, set clear improvement goals and give a deadline. Provide the necessary support and guidance, but also make it clear that if they don’t meet the targets, probation could be extended or their employment could end.

Sometimes problems are about unclear training, not a lack of skill. If you spot that, adjust your training plan. But if the employee can’t meet standards with adequate time and support, you’re justified in ending the contract.

At the end of the probationary period, you must hold a formal review meeting. This is your opportunity to summarise the employee’s performance, discuss progress against expectations, and confirm the final outcome:

• Confirm permanent employment if expectations have been met
• Extend the probation period if more time or support is needed
• End employment if standards haven’t been met and improvement seems unlikely

You should decide on the likely outcome in advance, based on documented evidence and feedback gathered throughout the probation. However, you’re entitled to reconsider if new, relevant information comes to light during the meeting.

Any decision must be evidence-based. If you end the contract, you must be able to show that the employee failed to meet expectations despite being given reasonable support and feedback. Refer to your notes from previous check-ins and provide an unambiguous summary of how the employee has performed.

And always confirm the outcome in writing, including a summary of the reasons behind your decision. Clear documentation will help protect you against unfair dismissal claims.

In the UK, there’s no legislation that covers probation periods by name. But probationary employees still have legal rights from day one.

Here are the key rights probationary employees have:

• Right to National Minimum Wage
• Right to paid holiday (usually 28 days a year, pro rata)
• Protection from discrimination (under the Equality Act 2010)
• Protection for whistleblowing (reporting serious wrongdoing)
• Right to a written statement of employment terms (from day one)

In short, even if an employee is still on probation, you must follow the same basic employment laws as you would for any other employee.

If you feel unsure about how to manage probationary periods, you’re not alone. There’s no official framework or legislation to guide the process, yet the decisions you make can have serious consequences.

Without the right approach, it’s easy to miss warning signs, mishandle conversations or make decisions that lead to poor hires, legal risks or team disruption.

Our online Probationary Period Management Training course provides practical guidance for every stage of the process, from day one to the final decision.

You’ll learn how to:

• Set clear expectations from the start
• Manage underperformance fairly and lawfully
• Make and communicate the final decision with clarity

Take the course today and gain the confidence to manage probationary periods effectively.