The New 'No Surprises' Probation Period

By Paul Marsh (not AI)

I wrote a blog a while back about the UK unfair dismissal qualifying period falling from two years to six months for dismissals from 1 January 2027; and why a five-month probation period for all new hires now and in the future makes more sense.

A new employee starts with enthusiasm, their manager hopes they will succeed, and everyone gets busy. Five months later, someone asks: “How are they getting on?” The answer should be based on clear expectations and regular conversations. Too often, it depends on impressions, incomplete memories and concerns nobody properly addressed.

Managing probation well starts before day one. A simple plan should set out what the employee needs to learn, what they should become capable of doing independently, and what they need to achieve. Each objective needs a deadline, appropriate support and a way of checking progress.

The first two to four weeks should focus on induction, training and familiarisation. Be specific about the systems, procedures and people the employee needs to understand. “Complete induction” tells you very little. “Meet the finance manager to understand the expenses procedure” gives someone a clear action. Identify who will help and which resources are available.

Alongside this, define what becoming self-sufficient looks like. Attending training does not necessarily mean someone can apply it. Can they enter information accurately without significant help? Can they answer common questions about your products or services? Practical demonstrations and short knowledge checks can show where learning has stuck and where further support is needed.

Agree meaningful work priorities for the first five months. These should describe the difference the employee is expected to make. For example, reducing helpdesk enquiries by 20% against an agreed baseline, or clearing an administrative backlog to a specified level. Make targets realistic for someone learning the role, and update them openly if priorities change.

Behaviour and working habits also need attention. Avoid vague feedback such as “be more proactive” or “improve your attitude”. Describe what you have observed and the improvement required. If colleagues repeatedly chase for updates, agree when updates should arrive. If documents need frequent corrections, identify the recurring errors and set a measurable improvement target.

Support belongs in these conversations too. Someone struggling with deadlines may need help prioritising, or making mistakes may need clearer instructions, examples or additional practice. Agree what the manager will provide, alongside what the employee must do. This makes progress a shared responsibility while keeping individual expectations clear.

Book weekly one-to-ones from the outset. Use them to recognise progress, discuss difficulties and record agreed actions. Ask the employee what is unclear or getting in their way. Don’t forget: check holidays and other absences when setting deadlines so that review dates remain achievable.

At three months, hold a documented review covering achievements, outstanding gaps and the improvements needed before the five-month decision. Be explicit about concerns and give the employee an opportunity to respond. Any remaining uncertainty should lead to clear next steps, with support and dates attached.

By month five, you can review the accumulated evidence against the agreed expectations and document your decision and reasons. The employee should already understand how they are progressing. A well-managed probation period gives people a fair opportunity to succeed and gives managers a sound basis for deciding whether the appointment is working. No surprises!

Our five-month probation planner template is free when you attend our signature workshop: Managing Performance for Overnight Results