How to Perform Your First Probation Review With Confidence

For experienced managers, probation review meetings can feel as routine as monthly one-to-ones: they know the drill, the questions flow naturally, and they’ve decided exactly what evidence to bring. However, if you’re stepping into this process for the first time, running your first probation review can feel quite daunting. Naturally, you may have a few questions, such as:

• “What should I discuss?”
• “How should I communicate any concerns?”;
• “What evidence should I present?”

This article is designed to walk you through each of these “need-to-know” elements so that, by the time you sit down with your employee, you’ll do so with genuine confidence. We’ll explain how to structure the conversation, what to bring, and the exact questions that keep the review focused and constructive. 

To help you get started, we’ve put together a free probation review template, which you can download by clicking the link below:

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What Is a Probation Review?

A probation review is a structured, one-to-one meeting between a newly hired employee and their manager (often with People & Culture/HR team involvement) held during - or immediately after - a set probationary period (commonly three or six months). 

Its purpose is to assess how well the employee is settling into the role, and provide clear feedback on their performance towards agreed expectations and goals, team fit and behaviour. 

Probation reviews typically have three outcomes:

• The probation stage is passed successfully
• The probation period is extended
• In very rare cases, the employment is terminated

We will cover each of the probation outcomes in more detail later in this article. However, suffice it to say that setting clear SMART outcomes with each new employee helps to ensure that both parties have the same understanding of what is expected of them during the probation period, and are therefore working towards a shared objective.

Are Probation Reviews Legally Required in the UK?

The UK’s employment law does not mandate probation reviews; neither the periods themselves nor formal review meetings are a statutory requirement. To back this up, the Citizens Advice Bureau states the following:

“Legally, there’s no such thing as a probationary period. Once you’ve started work, the number of weeks you’ve worked begins on the day you started, not from the time when your probationary period ended.”

Probation Reviews vs Performance Reviews

A probation review is simply a focused, early-stage performance review tailored to new employees still in their probationary period. Once an employee has “passed” probation, they transition into the regular cycle of performance reviews; these are typically annual or bi-annual check-ins that cover ongoing development and career progression.

Preparing for Your First Probation Review - What You Should Do

Like most things in business, preparation is key. How you prepare for the probation review is integral to the success of the meeting, so you’ll want to perfect this part! Here’s what you should do:

• Gather key documents, such as probation objectives, performance, attendance, and feedback received from others.
• Choose a private, uninterrupted space for the review and allow a suitable amount of time to conduct the review, typically 45 to 60 minutes. 
• Check whether the employee has disclosed any reasonable adjustments (e.g. flexible hours or assistive software) and ensure your meeting accommodates them. 

Conducting Your First Probation Review - What You Should Say

Your choice of words during the probation review will make or break the success of the meeting. Therefore, it’s important to reflect on this before you enter the review - don’t forget to jot down some notes that act as prompts! Here are some of the most important verbal considerations:

• Warm-Up & Rapport Building: Begin warmly and lightly, offering a quick personal check-in: “How have you been finding your first few weeks here?”.
• Review of Objectives: Relate to the employee’s goals: “Let’s revisit the goals we set at the start of your probation. How do you feel you’ve progressed against each?”.
• Strengths & Achievements: Always celebrate the positives first: “You handled that client presentation really well - what do you think made it successful?”.
• Development Areas: Use specific examples, and stay constructive: “I noticed the project report missed a couple of points; let’s discuss how we can tighten that process”.
• Two-Way Feedback: Encourage self-assessment: “What’s one thing you think you’ve done particularly well, and one area you’d like more support in?”. 
• Use Data & Factual Information: Ground the conversation in metrics or documented observations to minimise bias and keep it measurable.
• Ask Open-Ended Questions: Draw out insight: “Talk me through any challenges you faced in adapting to our systems, and how can we address them?”.
• Action Plan & Commitment: Agree on SMART outcomes with timelines and support: “By the end of next month, let’s aim for X. What resources or guidance will help you get there?”.

Wrapping Up the Review - What You Should Do Next

Once the probation review has come to a close, it’s time to make a decision. There are three options that employers take: pass, extend, or, in rare cases, end the employment. Let’s explore what each involves:

1. Pass the Employee

• What This Means: The employee successfully completes probation and moves into regular employment status.
• Next Steps: Formally confirm in writing that they have passed their probation successfully. Update their contract status, schedule them into the standard performance review cycle and communicate any ongoing development plans.

2. Extend the Probation Period

• What This Means: You need more time to assess performance, or the employee requires further support.
• Next Steps: Agree on clear, additional objectives and a new review date (e.g. a 30 or 60-day extension). Document specific areas for improvement, the support you’ll provide, and how you’ll measure progress.

3. Terminate Employment

• What This Means: The employee will not continue with their role beyond the probation period.
• Next Steps: Follow your business’s exit procedures (explained in the next section). Ensure you handle notice periods, return of company property, and any final pay or benefits in line with the employee’s contract and business policy. 

Dismissals During a Probation Period - What You Should Know

Previously, an employee usually needed two years’ continuous service before they could bring an unfair dismissal claim, meaning dismissals during a probation period were normally not contestable as unfair dismissal.

However, the new Employment Rights Bill (ERB), which is due to commence later in 2025 into 2026, will bring change to the current policies over unfair dismissals. Once the Bill is instated, employers may still use a probationary period for new staff, but there will be much stronger safeguards to define what constitutes unfair dismissal within this timeframe. Employees will have the right to claim unfair dismissal from day one, rather than the previous two years of continuous service. 

Is There a Minimum Notice Period for Probation Dismissal?

There is no statutory minimum notice for dismissals within the first month, and after one month’s service, the minimum is one week’s notice (unless your contract specifies otherwise). 

5 Common Mistakes To Avoid During Your First Probation Meeting

There are some common mistakes that managers and supervisors make before and during their first probation review. Let’s look at what they are, so you can avoid making the same errors:

Treating It as a Disciplinary Hearing

Probation reviews are meant for development and assessment against agreed-upon objectives. If performance falls seriously short, address urgent issues separately (via your disciplinary process) rather than adding them into a probation conversation.

Being Vague or Subjective

Avoid feedback like “you need to be more proactive”, as this will leave the employee guessing for clues as to how. Instead, use specific examples (“I noticed you waited for instructions on Project X; next time, please draft an initial plan by Day Three”).

Rushing or Skipping Preparation

Don’t wing it, as this is an important moment for the employee. Going in without examples or a clear agenda leads to unfocused conversations and undermines your credibility as a manager or supervisor.

Overlooking the Employee’s Voice

A one-way “you did this, you did that” monologue feels like a lecture, and it certainly won’t help your employee feel that you care about their thoughts. Ask open-ended questions and genuinely listen to their perspective.

Rushing to Dismiss Rather Than Extending

If performance isn’t yet up to scratch, consider a short probation extension with clear SMART targets and additional support, rather than moving directly to termination. It takes some employees a little longer to settle than others, so be mindful of this. 

Sample Questions & Answers

We’ve compiled some common questions managers ask in probation reviews, what to look for in the employee’s responses, and how you respond to their thoughts:

Confidence Tips Before Performing Your First Probation Review

Implementing the following practices will help you lead your first probation review with clarity, calmness, and the constructive focus that employees truly appreciate:

• Practice Beforehand: Run through your agenda and key talking points out loud - either alone or with a senior - to iron out any awkward phrasing and build familiarity.
• Improve Your Note-Taking: Develop a quick shorthand or use a structured template. Alternatively, and if your policy allows, record the meeting (with permission) and use AI for automated note-taking so you can focus on the conversation.
• Stick to the Facts, Not Feelings: Structure your feedback from data and documented examples, so that there’s reasoning and evidence behind your points. 
• Maintain Open Body Language: Sit at eye-level, uncross your arms, nod to show engagement, and keep your tone warm and conversational.
• Have Examples at the Ready: Jot down two or three concrete wins and one or two clear development examples tied to your objectives, so you can illustrate points without searching mid-conversation.
• Stay Curious & Listen Actively: Ask open questions (“How did you approach that challenge?”), pause to let the employee speak, and reflect back on key points (“So you found the new system challenging because…?”) to demonstrate genuine interest.

FAQs

Should you include probation periods in your employment contracts?

Although this is not a lawful requirement, it’s generally considered best practice to do so; therefore, all relevant parties are on the same page about what’s expected. Ideally, the employment contract should include information about:

• The duration of the probation period
• The notice period during probation
• The potential for an extension to the probation period

What happens if an employee fails to complete their probationary period?

If an employee doesn’t meet the required standards by the end of their probation, you typically have two routes to take, depending on the issue at hand:

• Extend Probation: Give them extra time (e.g. 30 to 60 days) with clear, documented objectives and support.
• Terminate Employment: Follow your contractual notice terms and fair process guidelines, ensuring any dismissal isn’t discriminatory and that you’ve documented where performances have fallen short.

What rights do new employees have during their probation period?

Throughout probation, new employees are entitled to the same core employment rights as your regular staff, including:

• Minimum wage
• Holiday pay
• Payslips

Only additional perks, such as a work-from-home allowance or other company-specific benefits, can be conditional on successfully completing probation. Structuring perks this way gives new hires an incentive to meet performance and behavioural expectations, while ensuring the business only invests those benefits in employees who have demonstrated they’re a good long-term fit.

Need More First Time Manager Advice? We’re Here to Help

Becoming a manager for the first time isn’t without its hurdles. Almost 8 in 10 employees are promoted into a management position without any management training, which can quickly lead to a great deal of stress, anxiety, and sometimes even impostor syndrome. 

At Donovan Training Associates, we’re committed to supporting new managers and supervisors through bespoke training sessions, addressing the areas of management and leadership that you feel less confident in, such as probation reviews. For more information about how our team can help you, please book a free consultation with us today. 

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