HOW TO USE THE PROBATIONARY PERIOD

Last year we looked at how to make a good hire and induct the person into the business successfully. We also talked about how important first impressions are during the interview process and when the person first starts at your company, so that the new recruit settles in quickly and feels wanted. Now we have to ensure that they perform.

In this edition I will look at how best to use the probationary period, and I'll explore retaining staff in future issues.

Employee Rights Within The Probationary Period:

Employers normally operate a three- to six-month probationary period for a new employee, before the person is confirmed as a full member of staff. This is the period for you, the employer, to decide that you have made the right decision and for the new employee to do the same.

During the probation period the new employee is afforded the same rights as the existing employees. However, if you decide to let the probationer go during this period then they are only due the specified notice period applicable to their probation, which is usually a week rather than a month. Unfair dismissal cannot be claimed unless the reason is for harassment or some form of discrimination. (If the the probationary period has lasted longer than a year then you would have to go through the statutory dismissal process.) 

It's A Two-Way Street:

A probationary period allows you, the employer to ensure that what was promised in the interview is delivered by the new employee. It also means that, provided you act sensibly, you can let the person go if the person isn’t working out without having to carry out the usual two- or three-stage warning procedure.

If you are generally happy with the performance of the new employee but continue to have a few concerns at the end of a probationary period, then the probation can be extended via a review on or before the end of the first period. You will also need to provide a follow-up in writing, detailing the period of the extension and the areas which require improvement.

It is also a fact that a new hire is most likely to leave within six months of joining you. This means that you have to look after the new employee!

It is important to realise that probationary periods are two way and if the conditions promised by you in the interview don’t materialise then your new member of staff could leave on minimal notice and you'll have to go through the hiring process again, with little or no tangible gain from the first recruit during the short time they worked for you.

In short, always remember that the probationary period is an important time for all parties.

How To Ensure That The Relationship Works:

When somebody new starts it is fair to say that they will need guidance even if they have carried out a similar role at a previous employer because no two working environments are the same.

Therefore, you or someone who you trust and understands the role to be carried out should show the person how the tasks are carried out in your organisation.

Your role, or that of the team leader or HR, is to review progress regularly with the new employee so they understand how they are progressing - with praise where they have performed well and explanation as to where improvement is needed. This will allow you to pinpoint any training needs to ensure that role is carried out satisfactorily in the future and it also allows the new employee to air any concerns.

After each review it is useful to document the progress in your own records and in writing to the new employee. This avoids ambiguity, provides motivation if the employee is doing well and clarity on what is required. It can also be useful if a grievance is lodged at a later time, or as an evidentiary trail if you feel you either have to extend the probation period or terminate the employment during or at the end of the probation period.

The Dangers:

This may all seem straightforward, but in the work environment there are always lots of pulls on a manager's time and it is all too easy to overlook the activities which will ensure that you are on keeping on top of a new employee's performance and showing them that you care and are trying to help them be successful. As a result, the new employee frequently receives attention in the first week or two and is then more-or-less ignored. By the time they are formally reviewed towards the end of the probationary period they can have established working patterns which may not be acceptable or their morale is low and retaining them will prove a real challenge.

In Summary:

Used correctly, the probationary period is an excellent tool to ensure that the new employee is performing in the way you want and is motivated, committed and happy working with you and your organisation. It allows you to be fair and highlight areas which require improvement, and it provides time and scope for the new employee to improve in those areas. The result should be that at the end of the period, the decision to continue or not is easy and, indeed, obvious for both parties.

Next Time:

In the next edition I will look at how to conduct employee reviews in a manner which is effective but not overly time consuming, so that they are easy to fit around your existing work schedule.