For small and medium-sized businesses, bringing on a new employee is exciting. The probationary period, usually the first six months, provides an opportunity for both the employer and the employee to see if they align. Too often, however, businesses treat probation as a formality rather than a structured, two-way process. By scheduling regular meetings and using this time wisely, employers can set their new hires up for success while protecting the business from costly missteps.
A probationary period isn’t just about “testing” a new hire. It’s a time for alignment. For the employer, it’s about ensuring that the employee has the right skills, behaviours, and cultural fit for the role. For the employee, it’s about confirming that the job and workplace live up to expectations and align to their value set. Regular meetings during probation ensure that both sides have a voice in shaping the relationship.
One of the most common reasons probation doesn’t work out is a mismatch in expectations. What the employer envisions for the role may not be what the employee understood during the recruitment process. Regular discussions during probation allow managers to:
Reiterate key responsibilities.
Clarify performance standards.
Provide real-time feedback on areas going well and areas for improvement.
This avoids the frustration that comes from misaligned assumptions and allows the employee to adjust quickly.
From my experience, what I often see during probation is that employers notice behavioural or performance concerns, but they don’t raise them. Sometimes it’s because they’re too busy focusing on other priorities. Other times, they simply don’t want to have what feels like a difficult conversation.
The outcome of letting things slide is significant. For example, imagine you hire someone into a senior role. Within the first few months it becomes clear they are not performing at the level required. The manager knows it. The employee knows it. But because no plan is put in place to address the issue, both sides continue on in an uncomfortable stalemate. The manager grows increasingly frustrated, the employee feels uncertain and unsupported, and the opportunity to reset expectations is lost.
By contrast, if the manager uses probation meetings to raise the concern and co-create a plan, the employee has a fair chance to demonstrate growth. The business can then make an informed decision at the end of probation, rather than being locked into an ongoing mismatch.
Probation meetings are not just about performance; they’re also about building trust. When managers take the time to listen, they send the message that the business values its people. This sets the tone for a strong, open relationship moving forward. It also helps managers understand how to motivate and support the individual beyond probation.
The probationary period should never be one-sided. Employees often notice gaps in their induction or training, or they may identify processes that aren’t clear. Encouraging them to share this feedback during probation meetings ensures they feel empowered and supported. Common examples include:
Missing information about systems or policies.
Gaps in role-specific training.
Suggestions for making onboarding smoother for future hires.
By acting on this feedback, businesses not only help the new hire succeed but also strengthen their overall onboarding process.
For SMEs, every hire matters. The cost of getting it wrong is high, but the rewards of getting it right are even greater. Probation is not just a legal checkpoint, it’s a strategic investment in people. By holding regular, structured meetings throughout the probationary period, businesses can set clear expectations, address concerns early, build strong relationships, and create an environment where employees feel confident and supported.
Used wisely, probation becomes more than a trial period, it becomes the foundation for long-term success.