Probation Review Template

A probation period gives a new employee and their employer time to check that the role is working. The probation review is the structured conversation at the end of that period — and ideally at points along the way — where the manager and employee look at progress against the role’s expectations and agree what happens next.

A good review is a two-way conversation. The manager shares evidence about the employee’s work; the employee shares how their induction, training and support have gone. Both perspectives matter: a new starter who is struggling has often not had the support or clarity they needed.

Probation length is set by the employment contract or your policy. Three or six months is common in the UK, with longer periods for some senior roles. Whatever the length, do not wait until the final week to talk about progress — regular reviews make the final meeting a confirmation rather than a surprise.

• End of week one

  Focus

  Induction, equipment, introductions and early questions.

• End of month one

  Focus

  Understanding of the role, first tasks and any training gaps.

• Midpoint (month three)

  Focus

  Progress against expectations; raise any concerns clearly, with support.

• Final review (month six)

  Focus

  Overall evidence and the outcome: confirm, extend or, in some cases, end employment.

Check the expectations agreed when the person joined and collect examples from the role. Ask the employee how induction, training and manager support have worked. Do not introduce a concern for the first time in the final meeting if it could have been discussed earlier.

This form helps structure a conversation. It does not decide employment outcomes or replace your organisation’s policy, contract or appropriate advice. Follow your established process for any formal decision.

Choose questions that cover both the work and the experience of joining. The template includes the essentials; these are useful additions for the conversation.

• Which parts of the role are you now confident doing on your own?
• Which tasks still feel unclear, and what would help?
• How well did your induction prepare you for the role?
• Is there any training you expected but have not received?
• How are you finding working with the team?
• Are the standards and expectations of the role clear to you?
• What has surprised you about the job, compared with what you expected?
• What support do you need from me over the next few months?
• Is there anything about the role or the organisation you would change?

Northstar Studio

Manager appraisal for your colleague

You've been asked to complete a manager appraisal for your colleague as part of "Six-month probation review".

What this is for

Your perspective helps create a balanced review alongside their self-appraisal. Answers are shared with authorised reviewers in your organisation. Only people with your personal link can open this form.

3 questions · Around 2 minutes

Start manager appraisal

This is a preview. Nothing you enter will be saved or submitted.

Example: “Jordan completes the daily reconciliation accurately and has handled the standard supplier queries independently for three weeks. The remaining development need is escalating discrepancies on the day they are found.”

Support action: the manager will demonstrate two exception cases on Tuesday. Jordan will use the escalation checklist for the next four weeks. They will review examples together each Friday.

Record the evidence and the action separately from the organisation’s formal outcome. A general label such as “needs confidence” is less useful than the behaviour that needs support.

Most probation reviews end with one of three outcomes. Whichever applies, explain it clearly, confirm it in writing and follow your organisation’s policy and the employee’s contract.

• Confirm (pass)

  When it applies

  The employee is meeting the role’s expectations.

  What to record

  The evidence, any remaining development actions and the confirmation date.

• Extend

  When it applies

  Progress is being made but some standards are not yet met, and your contract or policy allows an extension.

  What to record

  The specific gaps, the support offered, the new end date and the next review.

• End employment

  When it applies

  Expectations are not being met despite clear feedback and reasonable support.

  What to record

  The concerns, how they were raised earlier, the support given and the process followed.

An extension is useful when a new starter is close to the standard but needs more time — for example because training was delayed or the role changed. It should only be used if the contract or policy allows it, and it is not a way to postpone a difficult conversation.

When you extend, be specific: which expectations are not yet met, what evidence you will look for, what support will be provided and the new review date. Agree weekly or fortnightly check-ins so the employee knows how they are doing before the end of the extension.

If a concern appears early, raise it early. Describe the specific task or behaviour, the standard you expected and the effect, and ask the employee for their view. They may not have known the expectation, or may have been missing information or training.

Agree a practical action and a date to review it, and write a short note of what was discussed. A concern raised at month two, with support and a clear plan, is fairer to the employee and easier to resolve than one raised for the first time in the final meeting.

Share the written summary with the employee. Confirm who will provide support, when progress will be reviewed and how the formal outcome will be communicated under your organisation’s process.

• Check role expectations were clear and realistic.
• Include employee feedback about induction and support.
• Write specific examples rather than personality judgements.
• Record actions, owners and review dates.
• Follow the relevant internal process for the outcome.

• Acas: probation review meetings