Tracking An Employee's Probation

When an employee is placed on probation, a series of checks and balances should be instituted. First, be sure the paperwork has been generated, reviewed, and signed by both employer and employee, describing the nature of the problem and the terms of the probation. For example, the employee needs to know where he or she missed the performance mark. A general complaint by management that the work "isn't good enough" is too vague to be helpful. Instead, list specific concerns supported by dates and times so that the employee knows what to improve and how to do it. Both signatures on the form indicates this, and a copy should remain in the file for future reference, with a copy given to the employee.

During the probation period, a supervisor should monitor the employee's job performance to see if expected conditions are being met. An example is poor attendance. If the employee has missed six days of work for non-essential reasons during the first three months of the year, management may insist that the employee miss no further days for the next three months except for documented emergencies or necessities, such as jury duty, a serious illness requiring a doctor visit, and so on. Instead of waiting the entire three months, a supervisor may want to check attendance each month to see how the employee is doing. If there is a problem that can be corrected, such as a car that keeps breaking down due to a malfunctioning alternator, the supervisor may be able to suggest alternative strategies, like the employee's joining a car pool or getting a ride with someone who lives nearby.

Any special circumstances or changes resulting from the probation need to be noted on the paperwork, with a copy placed in the file. If the employee goes to the hospital with appendicitis, for example, should these days count against the required three-month attendance period? Exceptions, even acceptable ones, should be reflected in the file.

Finally, when the probation period comes up for review, the employer should carefully go over the employee's record and discuss observations and findings. The employee should be encouraged to ask questions and request explanations of things he or she is unsure of. Ideally, both employer and employee should agree as to the outcome of the probation period. But if not, the supervisor should feel everything possible was done to help the employee adjust and remain employed at the company.

Tracking probation is important for the company's well-being as much as the employee's. No one wants to be accused of unfair practices or providing inadequate information. Protect your company and your employees by documenting all facts and dates associated with probation, along with the ultimate outcome.