If you raise the subject of probationary periods with a group of HR people and you will get widely differing views, some love them and some hate them.
My approach is more balanced. There are a number of logical reasons to use probationary periods but there are also some emotional reasons why the HR community dislikes them. In this article I am going to discuss the value of the probationary period and how to ensure everyone gets the best out of it. We’ll look at why probationary periods exist and what protection they provide. We will also look at what probation reviews look like and how you can plan for one. Finally I’ll explain why it’s vital that you remember that as an employer, you’re on probation too.
What is a probationary period
A probationary period is the period of time at the beginning of an employment relationship. When the employee is seen to have demonstrated their ability to do the job they were recruited for. Probation periods allow employers to make the decision to terminate a contract with little notice being needed. Probationary periods can be a get out of jail card for an employer who hasn’t been through a robust recruitment process. However, when used properly the probationary period can be a really useful process.
Who is on probation?
Both parties are on probation. This is especially true given the current labour market. If you have mis-sold or oversold your company or the role, your new shiny employee may be saying goodbye to you pretty quickly.
Emotionally the employee has already been through a recruitment process to prove themselves worthy of being offered a job. Probation offers them a period of time during which they may feel they are still being tested. This can leave someone feeling insecure in their role or like they are under pressure to perform or prove themselves.
It also means that if they get another job offer whilst still in the probationary period they may be tempted and leave the company giving little or no notice.
How to use the probationary period effectively
It is in the best interests of both parties that the probation period goes well. In an ideal world a probationary period will demonstrate that the person you have selected for a role has all the necessary skills and abilities to perform their duties to a required standard. They in turn will feel comfortable and productive in their new environment. So how can you make sure it works for everyone?
Follow these steps for an effective probation period;
- Be clear in the contract about the length of the probationary period – and under what circumstances, if any the probationary period may be extended. Lack of clarity causes conflict as does moving the goalposts.
- Set clear objectives and expectations for the probationary period from day one. Don’t leave your new employee guessing as to whether they have passed muster or not. If they haven’t successfully completed the probation period this shouldn’t come as a complete shock.
- Hold regular reviews and discuss not just their performance but also how the company is doing as well. Demonstrate clearly how their contribution makes a difference to the bigger picture.
- Raise any performance or behaviour issues early so there is time for the employee to get some support, training or correct anything raised.
- Get feedback from the wider team. Is there something you’ve missed that could have impacted their ability to meet your expectations? Or is there something you’ve missed and a key performance indicator they are not yet hitting?
- Work within the timescales you have set. And be realistic. It’s not just a new job, it’s a new set of colleagues and a new company culture. Allow some settling in and adjusting time.
- Hold the probationary reviews in a timely manner, not on the last date of the period. If you want your new recruit to stay, demonstrate that you value them.
- If you do decide that an employee has failed their probationary period ensure this isn’t a surprise. If you have been following the other steps then they should be expecting it.
- Give as much feedback as you can so that the employee understands what’s gone wrong and where. This will give them some learning points and experience that will be helpful when looking for their next role.
- Ask if you think there is anything else the company could have done to support the process.
- How was it for them? What lessons could be learned and implemented in future?
- If you are extending a probationary period again be really clear why and what your expectations are of the person for those time periods.
Probation periods and remote working
Remote working and hybrid teams have posed a unique challenge for managers. Managing teams in different locations when you know your people well has proved difficult but what about when the person is new to the team? Checking in with your new person was easy when you were all based in the same location or at least regularly meeting up. But if that person started with the company after you introduced remote working this will have some impact on their ability to get up to speed and integrate with the team. This means that probationary periods are more complex. Under these circumstances I would encourage you to take these further steps;
- Consider carefully whether you need a longer probationary period and why.
- Consider getting feedback from a wider range of people to ensure a balanced set of feedback.
- Give extra consideration to the settling in period and training period. Think about whether you may require someone to be more present in person to get them up to speed before they start working from home.
Probation is a two way street. It’s not just you deciding if the new employee is up to the job. They are also looking to see if the organisation is everything it claimed to be throughout the recruitment process. Recruiting and retaining high performing team members can be a complicated and expensive process but making sure you have the right foundations, processes and procedures in place supports your business in finding and keeping the right people. If you need help or more information equipping your or your people managers with the skills to get the most of your new team members and probationary periods please get in touch hr@pennyjoneshr.com
Registered Address
2 Bradshaw Close, Standish, Wigan, Lancashire, United Kingdom, WN6 0RG