A probation period gives both sides a chance to check the fit before the job is confirmed. It works well when the terms are written down and reviewed, and badly when the employee learns the rules only at the end.
How long it usually runs
Probation is set by the contract and often runs for three to six months. The terms that apply depend on your contract, your sector and any collective agreement. Check them before you write the offer.
What the offer letter should say
- The start date and the length of probation.
- The review dates, and who will carry them out.
- The performance expectations for the role, in measurable terms where possible.
- The notice period during probation, and the notice period once confirmed.
- What happens at the end: confirmation, extension or termination.
Your employment is subject to a probation period of [three] months from [start date].
Your performance will be reviewed in writing at [one month] and [end of probation].
During probation, either party may end employment by giving [one week] notice.
Reviews and records
Hold at least one formal review before the end of probation, and give written feedback. A file with dated reviews protects both sides if a decision is later questioned.
Ending or extending probation
Give the notice the contract sets, and base the decision on the performance and the criteria you wrote down. Extend probation only if the contract allows it, and tell the employee in writing before the original period ends.
Plan the first three months
A probation period works best when both sides know what success looks like. Before the new hire starts, agree on the first tasks, the standards and the date of the first review. Write them down and share them. A new employee who knows what is expected can improve quickly, and a manager who has set goals can give useful feedback instead of a surprise verdict.
- Week one: induction, tools and the team's working rules.
- Month one: the first tasks, with a check-in at the end of the month.
- Month three: the review, the decision and any training still needed.
Keep a short note of each check-in, signed by both the manager and the employee. If the outcome is a concern, the record shows what was discussed and when.