Last reviewed: 22 June 2022

• Targets should be realistic and related to the core outputs of the role – the ‘essential’ criteria from the job description.
• Take adjustments into consideration – wait until adjustments have been put in place before judging an employee’s performance against their targets.
• Managers should hold regular catchups to keep employees up to date with how they are performing and support them if they aren’t meeting their targets.
• If an employee is struggling to meet their targets, managers should ask if they need adjustments, and adjust their targets to give them time for adjustments to be put in place.

The importance of setting and reviewing targets

Employers can use targets to evaluate a new starter’s performance during their probationary period. Their performance against these targets can determine whether they are confirmed in post at the end of their probationary period.

As a result, it is important that new starters are given targets that are achievable and relate to the core outputs of their role. These are the ‘essential’ criteria in their job description.

It is also important that new starters are given guidance and support to achieve their targets. This is especially important for disabled new starters, who may find it harder to achieve their targets due to a disability and need extra support and adjustments.

How to set and review targets

• Set targets that are measurable and achievable. Vague or unmeasurable targets can make it harder to assess a new starter’s performance.
• Take adjustments into consideration. If an employee is waiting for adjustments to be put in place, give them time for their adjustments to be operational before judging whether they have met their targets.
• Managers should have regular catchups with their new starters to ask how they are doing, ask if they need any support, and let them know how they are doing.
• Managers should communicate regularly and clearly. If they are concerned about an employee’s performance, they should say so at the earliest opportunity and ask them what support they need to meet their targets.
• If an employee does appear to be struggling with their targets, managers should talk to them about adjustments and offer to work with them to identify what they need. See our resource ‘Asking about adjustments – Language’ for advice about talking about adjustments.
• For advice about how to tell if an employee is struggling at work, see our resource ‘Spotting the signs – How to tell if someone might need workplace adjustments’.

The final probationary review

Managers should schedule a final probationary review meeting at which – hopefully – you will confirm the employee’s appointment. Feedback the employee gets at this meeting shouldn’t be a surprise – any concerns should have been raised earlier to give them an opportunity to improve.

Without this meeting, the employee will be confirmed in post by default – which may not be what you want.

In some instances, you may need to extend the probationary period. For example:

• If the adjustments they need haven’t been identified or implemented for long enough to assess if they can do the job.
• If they have been absent from work due to sickness or another reason and hasn’t been in work long enough to assess if they can do the job.
• If their performance still needs improvement even after training and adjustments.

Further information

For tailored guidance, contact our Advice Service.

Read next

• Probationary periods and disability
• Asking about adjustments – Language
• Spotting the signs – How to tell if someone might need workplace adjustments

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