Guide to Managing Human Resources
Chapter 6: Probationary Period
Contents
- Summary
- Guiding Principles
- What You Should Do
- When to Evaluate
- Extending the Probationary Period
- Release During the Probationary Period
Summary
The probationary period should be used to ensure that the applicant selected is qualified to perform the job and achieve regular status. During this period, you should carefully evaluate the employee's performance and general suitability for University employment. To make this decision, you will develop performance expectations and objectives, observe the employee, provide feedback, and set aside ample time to evaluate the employee's performance.
Guiding Principles
The probationary period can:
- Help the employee achieve training goals and performance objectives
- Ensure that the employee has all the tools to perform the job successfully
- Help the employee develop the skills needed to perform the job
- Confirm that the best qualified person was chosen for the position
- Foster a mutual understanding of expectations, performance objectives, and the evaluation process
What You Should Do
During the probationary period the new employee needs as much support as possible. This is a very crucial time for you and the employee, so set aside plenty of time to:
- Provide the employee with a clear job description.
- Provide clear performance expectations and objectives so the employee understands what is expected of her and how she will be measured.
- Acquaint the employee with office procedures and practices.
- Schedule the employee for New Employee Orientation through the ICE system.
- Provide a good systematic departmental orientation for the new employee. (See Chapter 5, New Employee Orientation.)
- Explain how and when the employee will be evaluated in writing.
- Provide follow-up sessions as often as necessary so the employee can adjust to her new working environment.
- Provide a desk manual (if available).
- Tell the employee when her probationary period will be over and explain what it means to become a regular status employee.
- Evaluate the employee's performance in accordance with applicable policies, procedures, and contracts.
- Show a continuing interest in the new employee (it's not enough to explain terms and conditions of employment and leave the employee to make it from there alone).
Note: Employees in limited appointments should be evaluated beginning on day one of the limited appointment. Once an employee goes over 1,000 in a rolling 12-month period without a 120-day break in service and becomes a career employee, there may be only about two weeks remaining in the probationary period.
When to Evaluate
Probation is the most critical period to assess your employee. At the end of the probationary period, you should have complete confidence that your employee meets or exceeds performance objectives; to know that, you must evaluate him. (See Chapter 7, Performance Management.) Probationary employees should be evaluated in writing at least once during the probationary period, preferably at about the three-month point. Beyond that, you should provide an evaluation whenever you believe it is necessary, in order to help the employee pass the probation period.
Extending the Probationary Period
Under extraordinary circumstances, the employee's probationary period may be extended. Extensions can be the result of a change in responsibilities or supervision. Consult the appropriate contract or policy for implementation.
Release During the Probationary Period
Unsatisfactory performers and unsuitable employees should be released during the probationary period without delay. Delaying a release action does little to help the campus or the employee.
Questions to ask yourself before you release an employee during the probationary period
- Has the employee received clear performance standards?
- Has the employee had sufficient time to understand the job duties and demonstrate her performance level?
- Has the less-than-satisfactory progress been discussed with the employee? Has it been documented in a performance appraisal?
- Has the employee had sufficient time to correct the deficiency? In the case of poor work habits, did the employee know that the behavior was totally unsatisfactory?
What You Should Do
Now that you have determined that the employee should be released you should:
- Consult your department head and, if necessary, get approval for the release.
- Review and follow the appropriate staff policy or contract.
- Consult your Employee Relations Specialist.
- Provide a written notice of release in accordance with the appropriate policy or contract.
Ensure that the employee’s final pay check is given to the employee upon release. (See "Payroll Separation Check Procedures.")