Everything line managers need to know about Probation Periods at work
When a new employee joins your organisation, they usually start with a probation period. This is a trial phase (typically three to six months) where both the employer and employee assess whether the role is the right fit.
Handled properly, probation periods are one of the most effective tools for reducing hiring risk, supporting new hires and ensuring performance standards are clear from day one.
In this blog, we’ll cover:
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What probation periods are and why they matter
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Best practices for managing probation
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Common questions managers ask (extensions, reviews, dismissals)
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Practical templates and checklists to help you manage probation with confidence
What Is a Probation Period?
A probation period is a designated timeframe during which a new employee’s performance, conduct, and cultural fit are evaluated.
For the employer, it’s a chance to assess whether the employee can meet the role requirements and adapt to the organisation’s way of working.
For the employee, it’s an opportunity to test whether the job, culture, and career prospects are right for them.
Most probation periods last three to six months and should be clearly stated in the contract of employment. If they aren't in the contract, there should be a Probation Policy setting out the process to aid employees and managers.
Why Are Probation Periods Important?
Probation periods are very important, because it can be risky to bring someone new into your organisation. This enables you to:
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Align expectations – Ensure both sides are clear on responsibilities, objectives, and behaviours.
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Reduce hiring risks – Spot early if the hire isn’t the right fit before confirming employment permanently.
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Support development – Provide feedback, training, and guidance to help employees succeed.
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Make informed decisions – Decide whether to confirm, extend, or end employment based on evidence.
5 Best Practice Steps for Managing Probation
If you are a manager, with a new employee who is on probation, here's the best practice steps to follow:
1. Set clear expectations & objectives at the start
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You should share their job description, so it's clear what they are responsible for and also set some measurable objectives to be achieved during the probation period.
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Explain “what good looks like” in the role and how they should communicate with you and the team members.
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Explain how performance will be reviewed and when, including the mid-probation check-in. You can also ask them how they'd like you to give them feedback so you can get the best out of them.
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Confirm support and training available. If this role is a step up for them, agree what training they need and document this, so it's fair and transparent.
2. Schedule regular reviews
It's a good idea to schedule regular review meetings during the probation period (where you document the meeting). The key reviews are as follows, but you can add more if needed.
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Early check-in: Within the first 2–3 weeks.
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Mid-probation review: Formal meeting at halfway point to discuss progress against their objectives and things like their wellbeing, role satisfaction etc.
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End-of-probation review: Final decision meeting to confirm outcome. This should be scheduled before the probation period end date, to allow you time in case they go off sick, or you need more time to decide whether to pass their probation or extend it.
3. Provide constructive feedback
Sometimes manager feel that giving feedback is mean or harsh. But it's essential to help the employee develop and learn. When you give praise or constructive feedback, you should aim to be:
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Specific and timely.
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Balance strengths with areas for improvement.
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Document conversations and agreed actions.
4. Keep clear records
In the world of HR, we often say "if it's not documented, it didn't happen". So make sure you keep clear records and notes of the objectives set, achievements, areas for development, notes of 1-1 meetings etc.
Having evidence of what's been discussed and what they have achieved (or not achieved) is key to avoiding misunderstandings and it ensures fairness and protects the organisation.
5. Make a timely decision
As you approach the end of the probation, you would usually hold the end of probation review meeting. After this meeting you would typically confirm in writing whether the probation is passed, extended (with reasons) or not passed.
You should never let probation lapse without a decision as this usually means the employee passes by default.
Extending an employee's probation at work
Sometimes, you may need more time to assess whether the employee is a good match for the role. In this situation, managers can extend the probation period, but only if the employment contract or policy includes a clause that allows for it.
Extensions are usually between one and three months.
When extending, ACAS good practice suggests being clear and transparent. The extension letter should:
- Explain why the probation is being extended (e.g. performance not yet at the required level, or the employee has had significant absence).
- Set out specific objectives the employee must achieve during the extension. These might be the original ones with an extended timeframe or new ones. It just needs to be fair and transparent.
- Confirm the support the organisation will provide (training, closer supervision, regular check-ins).
- State the new probation end date and when the next review meeting will take place.
For Example:
A customer service advisor has good technical knowledge but is struggling with call-handling time. The manager extends probation by two months, setting a target average call length, arranging side-by-side coaching, and scheduling fortnightly reviews.
If performance or conduct does not improve, or if it is clear that the person is not suitable for the role, managers may decide the employee has failed probation.
Failing an employees Probation at work
Failing probation is never an easy decision but sometimes it’s the right one. The purpose of a probation period is to give both the employer and employee time to assess if the role, expectations, and culture are a good fit.
If it becomes clear that the employee isn’t meeting the required standards, you may decide not to confirm their employment. To stay fair, consistent, and legally compliant, it’s important to follow **ACAS principles of reasonableness, fairness, and transparency**.
Why an Employee's Probation Can Be Failed
An employee might fail probation for reasons such as:
- Performance – consistently not meeting agreed objectives or quality standards, despite support.
- Conduct – poor behaviour, lateness, attitude, or breach of policies.
- Capability – struggling with the technical demands of the role.
- Cultural fit – difficulty working within the organisation’s values or ways of working.
ACAS guidance is clear: you should always make decisions based on evidence, not assumptions. That means documenting concerns, feedback, and any support you’ve provided during probation.
Steps to Fail Probation Fairly
1. Address issues early
Don’t wait until the end of probation. If you have concerns, raise them promptly, provide feedback, and give the employee a chance to improve. This shows reasonableness and avoids surprises later.
2. Hold a probation review meeting
Invite the employee to a meeting before probation ends. Explain the purpose: to review progress and decide the outcome. This doesn’t have to be as formal as a disciplinary hearing, but the ACAS Code of Practice expects employees to be told the concerns and given an opportunity to respond before a dismissal occurs. This also helps to manage risk.
3. Communicate clearly
At the meeting, set out:
* The areas where expectations haven’t been met
* The support already provided
* Why, despite this, the required improvement hasn’t been achieved
Allow the employee to share their perspective.
4. Consider all options
- Pass probation – if improvement has been made.
- Extend probation – if progress is being made but more time is needed (only if the contract allows).
- Fail probation – if issues are significant and unlikely to improve.
5. Confirm in writing
I recommend confirming decisions in writing. For a failed probation:
State the reason probation has not been passed.
Confirm the required notice period (often shorter during probation).
Outline final arrangements (last working day, handover, final pay, holiday entitlement).
Even though probationary employees usually have fewer than two years’ service (and therefore limited unfair dismissal rights), they are still protected against discrimination and automatically unfair dismissals (e.g. for whistleblowing, health and safety reasons, maternity). Handle the process sensitively to reduce legal risk and protect your employer brand.
Practical Example
A marketing assistant is hired on a six-month probation. By month four, it’s clear they’re struggling with written quality and deadlines. The manager holds a review meeting, gives feedback, and offers extra training. By month six, little improvement has been made.
The manager arranges a final probation review meeting, explains the evidence, and allows the employee to respond. After considering their input, the manager decides to end the employment, gives one week’s notice (as set out in the contract), and confirms the decision in writing.
👉 You must always follow your own policy when it comes to this and where appropriate seek HR or Legal Advice. Failing a probation is a form of dismissal (which requires a fair reason) so it is important to make sure you manage any risks.
👉 The key is to act before the probation period ends. If managers do nothing, the employee usually becomes permanent by default, which makes it much harder to address issues later.
Common Questions Managers Ask
Can I extend a probation period?
Yes, but only if the contract allows it. Extensions are typically one to three months. Confirm the extension in writing, explain the reasons, outline the improvements required, and set a new end date.
What if my new hire isn’t the right fit?
If you have concerns, don’t ignore them. Document issues, give feedback, and provide support. If no improvement is made, take action before probation ends to avoid the employee defaulting into a permanent role.
How do I dismiss someone during probation?
You must follow a fair process. Check the contract for notice requirements, meet with the employee to explain the decision, and confirm it in writing. Dismissals must not be discriminatory or unlawful – Equality Act protections apply from day one.
Should I wait until the end of probation to act?
No. If serious concerns arise, raise them early. If issues are unlikely to improve, probation can be ended before the scheduled review.
What is a mid-probation meeting for?
A mid-probation meeting is a checkpoint to review progress, identify issues, and agree support. It should cover:
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Objectives progress
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Behaviour and teamwork
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Training or support needs
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The employee’s perspective
This ensures no surprises at the final review.
What should a probation review meeting cover?
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Review of objectives
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Strengths and achievements
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Areas for improvement
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Employee’s feedback
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The decision (pass, extend, or not pass)
Do I need to give feedback during probation?
Yes. Feedback is essential to ensure fairness and give employees a chance to improve. Without feedback, a dismissal could be challenged as unfair.
What happens if I forget to confirm probation?
If no decision is made, the employee is usually deemed to have passed probation and continues as permanent. Always diarise review dates.
Can employees appeal a failed probation?
There is no statutory right to appeal, but many employers offer one as good practice.
Can a probation period be shorter than three months?
Yes. Some employers set probation at one or two months, especially for temporary or junior roles. However, shorter periods give less time to properly assess performance, so three to six months is most common.
What happens if an employee resigns during probation?
Normal contractual notice applies. Notice during probation is often shorter (e.g. one week) and should be set out in the contract.
Do statutory rights apply during probation?
Yes. Employees on probation still have statutory rights, including protection from discrimination and rights to minimum notice, holiday pay and statutory sick pay.
The company isn't doing well financially. Can I extend someone's probation even though their performance is good?
Probation periods are designed to assess an employee’s suitability for the role based on their performance, conduct and capability.
If the employee’s performance is good and there are no concerns about their ability to do the job, then extending probation purely because of organisational or financial turbulence is not best practice. If the business needs to review staffing levels due to finances, that should ideally be dealt with through the pay consultation, restructure or redundancy process, not through the probation policy.
While it may be technically possible to extend probation, if the contract allows, it is not what probation is intended for and carries employee-relations risks.
Can probation be extended due to sickness or absence?
Yes, provided the contract allows it. Employers often extend probation to ensure a fair assessment where sickness absence has prevented a full evaluation and the manager needs more time to assess their performance.
Templates and Documentation
To manage probation effectively, managers should use:
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Probation forms – to set objectives, measures and support.
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Letters – Confirming whether the probation has been passed or extended with new end date.
👉 I’ve created a Probation Templates Bundle which includes all of these ready-to-use documents so you don’t need to start from scratch.
Get the Probation Templates Bundle here
Conclusion
Probation periods are more than a “see how it goes.” They are a structured process that protects the organisation, supports the employee, and provides clarity for both sides.
By setting objectives, giving feedback, holding reviews, and making timely decisions, managers can maximise the potential of new hires and reduce the risk of costly hiring mistakes.
Handled properly, probation is one of the simplest and most effective ways to build stronger, high-performing teams.
