From probation to confirmation: designing performance cycles that work

Probation is your most powerful lever for setting expectations and enabling success. Treat it as a ramp plan, not a waiting period. New hires need clarity, coaching, and quick feedback loops so they can course‑correct early and hit their stride by confirmation.

Design a 30/60/90. Translate the role description into measurable outcomes with milestones by week. Include a checklist for tools, access, introductions, and training. Assign a buddy who meets the hire weekly in the first month to remove blockers.

Goals and scorecards. Keep the scorecard simple: 3–5 outcomes with clear measures of success. Make expectations visible to the hire and their manager. Avoid vague goals—tie each to a deliverable, KPI, or behavioral standard.

Feedback cadence. Schedule quick check‑ins at day 7 and day 21, then formal reviews at day 30 and day 60. Use these to reinforce what’s going well and reset what isn’t. Document agreements and next steps after each review.

Confirmation decision. At ~90 days, evaluate results and values, not tenure alone. If extending probation, provide a written plan with specific goals, support, and a new decision date. Surprise outcomes erode trust—keep the hire in the loop.

From probation to annual cycles. Once confirmed, roll the hire into the regular performance cadence: quarterly goals, mid‑cycle check‑ins, and a light annual review. Carry forward what worked during probation: visible goals and frequent feedback.

Manager enablement. Trained managers make or break probation. Provide templates, calibration guides, and examples of good goals and feedback. Recognize managers who consistently ramp hires successfully.

Done well, probation builds confidence on both sides. Hires feel supported, managers see results early, and the company raises its hiring bar without raising friction.