Probationary periods are useful tools when hiring someone, but they don’t necessarily protect you from being sued for wrongful dismissal if things don’t work out. Keep these points in mind when evaluating probationary employees:
- Opportunity. You need to offer the new hire a reasonable opportunity to demonstrate his or her ability to do the job. Make sure you document the person’s performance.
- Support. You can’t just hire someone and expect him or her to become instantly stellar. You’ll need to provide the training and support necessary to give the person the skills needed to succeed. Again, document your supporting activities for future reference.
- Standards. Keep your standards consistent. If your new hire thinks you’re raising performance standards just to get rid of him or her, you could be in for litigation. Clarify standards up front, and stick to them.
- Employee abilities. During the hiring process, ask job candidates to provide information about job-related skills and what levels they can perform at. If you can show that the employee isn’t performing at the level he or she claimed, you have grounds for firing the person for cause.
- Communication. Don’t leave probationary employees in the dark about how they’re doing. Let them know when they’re doing a good job, and point out areas where they need to improve. Be sure to offer solutions to performance problems —otherwise, you’re just complaining.