Initial Situation
In many organizations, the probation period is still only accompanied on an occasional basis. After onboarding, a formal conversation often does not take place until the very end of the probation period. As a result, valuable opportunities are missed to provide early feedback, identify areas for development, or offer targeted support.
Objective
The aim of the project was to establish the probation period as an active and structured phase of collaboration. Both new employees and the organization were to benefit from a clearly defined process for feedback and development. Additional touchpoints during the probation period were designed to create transparency, provide orientation, and lay the foundation for successful integration.
Approach
In addition to the final probation review meeting, a check-in discussion after two months (alternatively after around 100 days) was introduced.
This meeting serves as a structured feedback point and covers topics such as:
- Progress of onboarding and integration
- Need for support and development
- Assessment of current performance and progress
- Measures to ensure the successful continuation of the probation period
Through regular reflection, potential challenges can be identified early on, allowing appropriate actions to be taken — for example, additional training, adjustments to responsibilities, or targeted coaching by supervisors.
Results
Structured probation period management leads to a more active design of the initial phase of employment. Employees receive timely feedback and support, while managers and teams gain the ability to actively guide the integration process. Overall, this approach fosters greater clarity, commitment, and mutual trust.
Conclusion
With this approach, the probation period is not viewed as a testing phase, but as a shared period of development. A structured check-in discussion provides a clear framework for feedback, growth, and collaboration — forming the basis for long-term success and sustainable working relationships.