[{"data":1,"prerenderedAt":496},["ShallowReactive",2],{"document-90-day-probationary-period-policy-D13480":3},{"document":4,"label":24,"preview":11,"thumb":25,"thumb600":26,"description":5,"descriptionCustom":6,"apiDescription":5,"pages":8,"extension":10,"parents":27,"breadcrumb":31,"related":37,"customDescModule":186,"customdescription":6,"mdFm":187,"mdProseHtml":495},{"description":5,"descriptionCustom":6,"label":7,"pages":8,"size":9,"extension":10,"preview":11,"thumb":12,"svgFrame":13,"seoMetadata":14,"parents":16,"keywords":23},"90-DAY PROBATIONARY PERIOD POLICY POLICY STATEMENT [COMPANY NAME] implements a probationary period to evaluate and assess the performance, suitability, and compatibility of new employees. This Policy outlines the guidelines and expectations for the 90-day probationary period. SCOPE This Policy applies to all newly hired employees of [COMPANY NAME], including full-time, part-time, and temporary employees. DURATION OF PROBATIONARY PERIOD The probationary period will be 90 calendar days, starting from the employee's first day of employment. The probationary period may be extended in exceptional circumstances, as determined by [COMPANY NAME], to provide additional time for evaluation and feedback. EVALUATION AND FEEDBACK Throughout the probationary period, supervisors or designated authorities will provide ongoing feedback and conduct periodic performance evaluations. Employees will receive constructive feedback regarding their performance, behavior, adherence to company policies, and overall fit within the organization. TRAINING AND DEVELOPMENT During the probationary period, employees may receive training and development opportunities to enhance their skills and knowledge. The company may provide specific resources or assign mentors to support employees' successful integration into their roles and the organization. PERFORMANCE EXPECTATIONS New employees are expected to meet the performance standards, objectives, and behavioral expectations set for their position. The probationary period provides an opportunity for employees to demonstrate their ability to meet job requirements and contribute to the company's success. 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Organization Description 6 1.1 Introductory Statement 6 1.2 Customer Relations 6 1.3 Products and Services Provided 7 1.4 Facilities and Location(s) 7 1.5 The History of [YOUR COMPANY NAME] 7 1.6 Management Philosophy 7 1.7 Goals 8 2. The Employment 9 2.1 Nature of Employment 9 2.2 Employee Relations 9 2.3 Equal Employment Opportunity 10 2.4 Diversity 10 2.5 Business Ethics and Conduct 12 2.6 Personal Relationships in the Workplace 13 2.7 Conflicts of Interest 13 2.8 Outside Employment 14 2.9 Non-Disclosure 15 2.10 Disability Accommodation 16 2.11 Job Posting and Employee Referrals 17 2.12 Whistleblower Policy 18 2.13 Accident and First Aid 20 3. Employment Status and Records 21 3.1 Employment Categories 21 3.2 Access to Personnel Files 22 3.3 Personnel Data Changes 23 3.4 Probation Period 23 3.5 Employment Applications 24 3.6 Performance Evaluation 24 3.7 Job Descriptions 25 3.8 Salary Administration 25 3.9 Professional Development 26 4. Employee Benefit Programs 27 4.1 Employee Benefits 27 4.2 Vacation Benefits 27 4.3 Military Service Leave 29 4.4 Religious Observance 29 4.5 Holidays 29 4.6 Workers Insurance 30 4.7 Sick Leave Benefits 31 4.8 Bereavement Leave 32 4.9 Relocation Benefits 33 4.10 Educational Assistance 33 4.11 Health Insurance 34 4.12 Life Insurance 35 4.13 Long Term Disability 35 4.14 Marriage, Maternity and Parental Leave 36 5. Timekeeping / Payroll 40 5.1 Timekeeping 40 5.2 Paydays 40 5.3 Employment Termination 41 5.4 Administrative Pay Corrections 42 6. Work Conditions and Hours 43 6.1 Work Schedules 43 6.2 Absences 43 6.3 Jury Duty 45 6.4 Use of Phone and Mail Systems 45 6.5 Smoking 46 6.6 Meal Periods 46 6.7 Overtime 46 6.8 Use of Equipment 47 6.9 Telecommuting 47 6.10 Emergency Closing 48 6.11 Business Travel Expenses 49 6.12 Visitors in the Workplace 51 6.13 Computer and Email Usage 51 6.14 Internet Usage 52 6.15 Workplace Monitoring 54 6.16 Workplace Violence Prevention 55 7. Employee Conduct & Disciplinary Action 57 7.1 Employee Conduct and Work Rules 57 7.2 Sexual and Other Unlawful Harassment 58 7.3 Attendance and Punctuality 60 7.4 Personal Appearance 60 7.5 Return of Property 61 7.6 Resignation and Retirement 61 7.7 Security Inspections 62 7.8 Progressive Discipline 62 7.9 Problem Resolution 64 7.10 Workplace Etiquette 65 7.11 Suggestion Program 67 Acknowledgement of Receipt 68 Welcome to [YOUR COMPANY NAME]! On behalf of your colleagues, we welcome you to [YOUR COMPANY NAME] and wish you every success here. At [YOUR COMPANY NAME], we believe that each employee contributes directly to the growth and success of the company, and we hope you will take pride in being a member of our team. This handbook was developed to describe some of the expectations of our employees and to outline the policies, programs, and benefits available to eligible employees. Employees should become familiar with the contents of the employee handbook as soon as possible, for it will answer many questions about employment with [YOUR COMPANY NAME]. We believe that professional relationships are easier when all employees are aware of the culture and values of the organization. This guide will help you to better understand our vision for the future of our business and the challenges that are ahead. We hope that your experience here will be challenging, enjoyable, and rewarding. Again, welcome! [PRESIDENT NAME] President & CEO 1. Organization Description 1.1 Introductory Statement This handbook is designed to acquaint you with [YOUR COMPANY NAME] and provide you with information about working conditions, employee benefits, and some of the policies affecting your employment. You should read, understand, and comply with all provisions of the handbook. It describes many of your responsibilities as an employee and outlines the programs developed by [YOUR COMPANY NAME] to benefit employees. One of our objectives is to provide a work environment that is conducive to both personal and professional growth. No employee handbook can anticipate every circumstance or question about policy. As [YOUR COMPANY NAME] continues to grow, the need may arise and [YOUR COMPANY NAME] reserves the right to revise, supplement, or rescind any policies or portion of the handbook from time to time as it deems appropriate, in its sole and absolute discretion. Employees will be notified of such changes to the handbook as they occur. 1.2 Customer Relations Customers are among our organization's most valuable assets. Every employee represents [YOUR COMPANY NAME] to our customers and the public. The way we do our jobs presents an image of our entire organization. Customers judge all of us by how they are treated with each employee contact. Therefore, one of our first business priorities is to assist any customer or potential customer. Nothing is more important than being courteous, friendly, helpful, and prompt in the attention you give to customers. [YOUR COMPANY NAME] will provide customer relations and services training to all employees with extensive customer contact. Customers who wish to lodge specific comments or complaints should be directed to the [TITLE AND NAME OF THE PERSON RESPONSIBLE] for appropriate action. Our personal contact with the public, our manners on the telephone, and the communications we send to customers are a reflection not only of ourselves, but also of the professionalism of [YOUR COMPANY NAME]. Positive customer relations not only enhance the public's perception or image of [YOUR COMPANY NAME], but also pay off in greater customer loyalty and increased sales and profit. 1.3 Products and Services Provided You will find more information about our products and services by reading the [YOUR COMPANY NAME] Corporate Brochures. 1.4 Facilities and Location(s) Head Office: [ADDRESS] [CITY], [STATE] [ZIP/POSTAL CODE] [COUNTRY] 1.5 The History of [YOUR COMPANY NAME] [DESCRIBE THE HISTORY OF YOUR COMPANY HERE] 1.6 Management Philosophy [YOUR COMPANY NAME] management philosophy is based on responsibility and mutual respect. Our wishes are to maintain a work environment that fosters on personal and professional growth for all employees. Maintaining such an environment is the responsibility of every staff person. Because of their role, managers and supervisors have the additional responsibility to lead in a manner which fosters an environment of respect for each person. People who come to [YOUR COMPANY NAME] want to work here because we have created an environment that encourages creativity and achievement. [YOUR COMPANY NAME] aims to become a leader in [DESCRIBE YOUR COMPANY'S FIELD OF EXPERTISE]. The mainstay of our strategy will be to offer a level of client focus that is superior to that offered by our competitors. To help achieve this objective, [YOUR COMPANY NAME] seeks to attract highly motivated individuals that want to work as a team and share in the commitment, responsibility, risk taking, and discipline required to achieve our vision. Part of attracting these special individuals will be to build a culture that promotes both uniqueness and a bias for action. While we will be realistic in setting goals and expectations, [YOUR COMPANY NAME] will also be aggressive in reaching its objectives. This success will in turn enable [YOUR COMPANY NAME] to give its employees above average compensation and innovative benefits or rewards, key elements in helping us maintain our leadership position in the worldwide marketplace. 1.7 Goals [DESCRIBE YOUR COMPANY'S GOALS HERE] 2. The Employment 2","Employee Handbook","34",280,"https://templates.business-in-a-box.com/imgs/1000px/employee-handbook-D712.png","https://templates.business-in-a-box.com/imgs/250px/712.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#712.xml",{"title":6,"description":6},[96,98],{"label":18,"url":97},"human-resources",{"label":21,"url":99},"company-policies","employee handbook","/template/employee-handbook-D712",{"description":103,"descriptionCustom":6,"label":104,"pages":8,"size":9,"extension":10,"preview":105,"thumb":106,"svgFrame":107,"seoMetadata":108,"parents":110,"keywords":109,"url":117},"Employee Performance Review Standard Operating Procedure Department: Human Resources Purpose: Before doing the performance review, it's important that managers have already set up goals to their employees. Indeed, performance reviews are valuable for both the employee and the employer. It's a chance for managers to give praise for exceptional work and guidance for any shortcomings. Managers and supervisors should take this opportunity to have an open discussion about the future of the company and the potential for employee growth. Frequency: Quarterly Procedure: Set up goals for employees. Share with the employee how your organization will assess performance. Prepare the meeting. Establish the purpose of the performance review meeting conversation. Be specific and transparent in the meeting. Review the relevant parts of the performance review form. Discuss ideas for development/action plan. Agree upon specific actions to be taken by each of you. Summarize the performance review meeting conversation. Definition/Explanation: Goal: It is imperative that the employee knows exactly what is expected of his or her performance. Your periodic discussions about performance need to focus on these significant portions of the employee's job.","How to Review Employee Performance","https://templates.business-in-a-box.com/imgs/1000px/how-to-review-employee-performance-D12595.png","https://templates.business-in-a-box.com/imgs/250px/12595.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#12595.xml",{"title":109,"description":6},"how to review employee performance",[111,114],{"label":112,"url":113},"Business Plan Kit","business-plan-kit",{"label":115,"url":116},"Business Procedures","business-procedures","/template/how-to-review-employee-performance-D12595",{"description":119,"descriptionCustom":6,"label":120,"pages":121,"size":9,"extension":10,"preview":122,"thumb":123,"svgFrame":124,"seoMetadata":125,"parents":127,"keywords":126,"url":135},"[DATE] [CONTACT NAME] [ADDRESS] [ADDRESS 2] [CITY, STATE/PROVINCE] [ZIP/POSTAL CODE] SUBJECT: WARNING NOTICE Dear [Contact name], On [Date], at [Time], we met to discuss your unsatisfactory performance. Specifically, we identified the following as being unsatisfactory: [Describe] ","Warning Notice","1","https://templates.business-in-a-box.com/imgs/1000px/warning-notice-D622.png","https://templates.business-in-a-box.com/imgs/250px/622.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#622.xml",{"title":126,"description":6},"warning notice",[128,129,132],{"label":18,"url":97},{"label":130,"url":131},"Motivation & Appreciation","motivation-appreciation",{"label":133,"url":134},"Behavior & Discipline","employee-behavior-discipline","/template/warning-notice-D622",{"description":137,"descriptionCustom":6,"label":138,"pages":139,"size":9,"extension":10,"preview":140,"thumb":141,"svgFrame":142,"seoMetadata":143,"parents":145,"keywords":144,"url":150},"[DATE] [CONTACT NAME] [ADDRESS] [ADDRESS 2] [CITY, STATE/PROVINCE] [ZIP/POSTAL CODE] SUBJECT: Termination of your employment Dear [Contact name], We regret to inform you that your employment with [YOUR COMPANY NAME] is terminated effective upon receipt of this letter for the following reason(s): [DETAIL REASONS] [DETAIL REASONS] [DETAIL REASONS] Please vacate the premises immediately with your personal possessions. We will forward your salary earned to date in due course together with any vacation pay to which you are entitled. Within [NUMBER] days of termination we shall issue you a statement of accrued benefits. Any insurance benefits shall continue in accordance with applicable law and/or provisions of our personnel policy. Please contact [Name], at your earliest convenience, who will explain each of these items and arrange with you for the return of any company property. Sincerely, [YOUR NAME] [YOUR TITLE] [YOUR PHONE NUMBER] [YOUREMAIL@YOURCOMPANY.COM] [IF SENT BY EMAIL YOU MAY INCLUDE THIS NOTICE]","Employee Dismissal Letter","2","https://templates.business-in-a-box.com/imgs/1000px/employee-dismissal-letter-D508.png","https://templates.business-in-a-box.com/imgs/250px/508.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#508.xml",{"title":144,"description":6},"employee dismissal letter",[146,147],{"label":18,"url":97},{"label":148,"url":149},"Employee Termination","employee-termination","/template/employee-dismissal-letter-D508",{"description":152,"descriptionCustom":6,"label":152,"pages":153,"size":9,"extension":154,"preview":155,"thumb":156,"svgFrame":157,"seoMetadata":158,"parents":160,"keywords":166,"url":167},"Employee Training and Development Record","68","xls","https://templates.business-in-a-box.com/imgs/1000px/employee-training-and-development-record-D12689.png","https://templates.business-in-a-box.com/imgs/250px/12689.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#12689.xml",{"title":159,"description":6},"employee training and development record",[161,162,163],{"label":18,"url":97},{"label":130,"url":131},{"label":164,"url":165},"Staff Management","staff-management","employee training development record","/template/employee-training-and-development-record-D12689",{"description":169,"descriptionCustom":6,"label":170,"pages":171,"size":9,"extension":10,"preview":172,"thumb":173,"svgFrame":174,"seoMetadata":175,"parents":177,"keywords":176,"url":185},"EMPLOYMENT AGREEMENT - AT WILL EMPLOYEE This Employment Agreement for \"At Will\" Employee (the \"Agreement\") is made and effective this [DATE], BETWEEN: [EMPLOYEE NAME] (the \"Employee\"), an individual with his main address at: [COMPLETE ADDRESS] AND: [YOUR COMPANY NAME] (the \"Corporation\"), an entity organized and existing under the laws of the [State/Province] of [STATE/PROVINCE], with its head office located at: [YOUR COMPLETE ADDRESS] RECITALS In consideration of the covenants and agreements herein contained and the moneys to be paid hereunder, the Corporation hereby employs the Employee and the Employee hereby agrees to perform services as an employee of the Corporation, on an \"at will\" basis, upon the following terms and conditions: APPOINTMENT The Employee is hereby employed by the Corporation to render such services and to perform such tasks as may be assigned by the Corporation. The Corporation may, in its sole discretion, increase or reduce the duties, or modify the title and job description, of the Employee from time to time, and any such increase, reduction or modification shall not be deemed a termination of this Agreement. ACCEPTANCE OF EMPLOYMENT Employee accepts employment with the Corporation upon the terms set forth above and agrees to devote all Employee's time, energy and ability to the interests of the Corporation, and to perform Employee's duties in an efficient, trustworthy and business-like manner. DEVOTION OF TIME TO EMPLOYMENT The Employee shall devote the Employee's best efforts and substantially all of the Employee's working time to performing the duties on behalf of the Corporation. The Employee shall provide services during the hours that are scheduled by the Corporation management. The Employee shall be prompt in reporting to work at the assigned time. NO CONFLICT OF INTEREST Employee shall not engage in any other business while employed by the Corporation. Employee shall not engage in any activity that conflicts with the Employees duties to the Corporation. Employee shall not provide any service or lend any aid or assistance to any party that competes with the services offered by the Corporation. Employee shall not provide any services to clients or prospective clients of the Corporation outside of the provision of services for the Corporation, whether such services are provided with or without compensation or remuneration. CORPORATION PROPERTY Employee acknowledges and agrees that while employed by the Corporation the Employee may be provided with use of computer equipment and other property of the Corporation. The use and possession of the such items shall be subject to any policies, requirements or restrictions established by the Corporation. Such items may only be used in performance of the Employee's duties for the corporation. On request of the Corporation, the Employee shall immediately deliver any such items to the Corporation. Upon termination of employment, Employee shall have the affirmative duty to return any such item to the Corporation whether a request is made or not. The obligation to return Corporation property shall extend and include any and all work product, client property, proprietary rights, intangible property, and all other property of the corporation regardless of the form or medium. COMPENSATION The Corporation shall pay the Employee such hourly compensation as determined by the Corporation. Payment shall be at the same time as the Corporations usual payroll to other employees. BONUS & BENEFITS Payment of any bonuses shall be at the complete discretion of the Corporation. No guarantee or representation that any bonuses will be paid has been made to the Employee. Standard benefits that are provided to other non-management employees shall be offered to the Employee, subject to the Corporation's policies and the terms and conditions of such benefits. WITHHOLDING All sums payable to Employee under this Agreement will be reduced by all federal, state, local, and other withholdings and similar taxes and payments required by applicable law. QUALIFICATIONS OF EMPLOYEE The employee shall satisfy all of the qualification that are established by the Corporation. TERM OF AGREEMENT There shall be no guaranteed term of employment. Employer acknowledges and agrees that Employee shall be an \"At Will\" Employee and that Employee's employment may be terminated at any time by the Corporation, with or without cause. FEES FROM EMPLOYEE'S WORK The Corporation shall have exclusive authority to determine the fees, or a procedure for establishing the fees, to be charged to clients by the Corporation for services that are provided by the Employee. All sums paid to the Employee or the Corporation in the way of fees, in cash or in kind, or otherwise for services of the Employee, shall, except as otherwise specifically agreed by the Corporation, be and remain the property of the Corporation and shall be included in the Corporation's name in such checking account or accounts as the Corporation may from time to time designate. CLIENTS AND CLIENT RECORDS The Corporation shall have the authority to determine who will be accepted as clients of the Corporation, and the Employee recognizes that such clients accepted are clients of the Corporation and not the Employee. All client records and files of any type concerning clients of the Corporation shall belong to and remain the property of the Corporation, notwithstanding the subsequent termination of the employment. POLICIES AND PROCEDURES The Corporation shall have the authority to establish from time to time the policies and procedures to be followed by the Employee in performing services for the Corporation. This may include, but is not necessarily limited to, employment policies, computer use policies, Internet access policies, email policies, and all other policies, procedures, directives, and mandates established by the Corporation, whether or not in written form or formally adopted. Employee shall abide by the provisions of any contract entered into by the Corporation under which the Employee provides services. Employee shall comply with the terms and conditions of any and all contracts entered by the Corporation. TERMINATION Employee acknowledges and agrees that Employee is an \"at will\" employee of the Corporation. As such, no term of employment is created hereby and employee may be terminated at any time in the sole discretion of the Corporation, whether there exists any cause for termination or not. CREATIONS AND INVENTIONS Employee acknowledges and agrees that any and all work product of the Employee that is conceived or created during the Employee's employment with the Corporation is the exclusive property of the Corporation. This shall include any and all copyrights, trade secrets, confidential information, patents, trademarks, trade dress, ideas, concepts, plans, business plans, business concepts, techniques, inventions, drawings, artwork, logos, graphics, web pages, databases, software, programs, CGI's, plug ins, applications, brochures, inventions, marketing plans and concepts, and all other ideas and work product of the Employee. The Employee acknowledges and agrees that all creations shall be \"works made for hire\" as defined in the [ACT OR CODE]. Notwithstanding the fact that this material may be considered to be a work made for hire, Employee agrees, during Employee's employment and thereafter, which covenant shall survive any termination of the employment relationship, to execute any and all documents requested by the Corporation to confirm the Corporation's ownership and control of all such material, including but not limited to assignments of copyright, confirmations of work for hire status, waivers of proprietary rights, copyright application, and any other documents requested by Corporation. RESTRICTIVE COVENANTS","Employment Agreement_At Will Employee","7","https://templates.business-in-a-box.com/imgs/1000px/employment-agreement_at-will-employee-D541.png","https://templates.business-in-a-box.com/imgs/250px/541.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#541.xml",{"title":176,"description":6},"employment agreement_at will employee",[178,179,182],{"label":18,"url":97},{"label":180,"url":181},"Hire an Employee","hire-employee",{"label":183,"url":184},"Legal Agreements","business-legal-agreements","/template/employment-agreement_at-will-employee-D541",false,{"seo":188,"reviewer":199,"quick_facts":203,"at_a_glance":205,"personas":209,"variants":234,"glossary":262,"sections":293,"how_to_fill":339,"common_mistakes":380,"faqs":405,"industries":433,"comparisons":450,"diy_vs_pro":462,"related_template_ids_curated":475,"schema":483,"classification":485},{"meta_title":189,"meta_description":190,"primary_keyword":15,"secondary_keywords":191},"90-Day Probationary Period Policy Template (Free Word)","Free 90-day probationary period policy template to manage new hire expectations and performance standards. Used in 190+ countries. Free Word and PDF download.",[192,193,194,195,196,197,198],"probationary period policy template","new hire probation policy","90 day evaluation period template","employee probation policy word","probationary period hr policy","new employee evaluation policy","90 day review policy template",{"name":200,"credential":201,"reviewed_date":202},"Bruno Goulet","CEO, Business in a Box","2026-05-02",{"difficulty":204,"legal_review_recommended":186,"signature_required":186},"medium",{"what_it_is":206,"when_you_need_it":207,"whats_inside":208},"A 90-Day Probationary Period Policy is an HR policy document that formally defines the evaluation window for new employees — covering performance expectations, structured check-in cadence, success criteria, and the decision process for either confirming permanent employment or ending the relationship before tenure protections or benefit vesting apply. This free Word download is ready to edit online and export as PDF for inclusion in your employee handbook or new-hire onboarding packet.\n","Use it whenever you onboard a new employee and want a documented, consistent framework for evaluating fit and performance before the relationship becomes harder to exit. It is especially important for companies in jurisdictions where employment protections strengthen after a defined service period.\n","Policy scope and purpose, performance expectations, structured check-in schedule at 30, 60, and 90 days, evaluation criteria and scoring guidance, manager and employee responsibilities, the employment confirmation process, and the separation procedure if performance does not meet the standard.\n",[210,214,218,222,226,230],{"title":211,"use_case":212,"icon_asset_id":213},"HR managers","Standardizing the new-hire evaluation process across all departments","persona-hr-manager",{"title":215,"use_case":216,"icon_asset_id":217},"Small business owners","Establishing a defensible process for separating underperforming new hires","persona-small-business-owner",{"title":219,"use_case":220,"icon_asset_id":221},"Operations directors","Embedding a consistent onboarding quality gate before headcount is finalized","persona-operations-director",{"title":223,"use_case":224,"icon_asset_id":225},"Startup founders","Creating structured accountability for early hires when HR infrastructure is thin","persona-startup-founder",{"title":227,"use_case":228,"icon_asset_id":229},"Department managers","Documenting performance issues during probation to support separation decisions","persona-department-manager",{"title":231,"use_case":232,"icon_asset_id":233},"Staffing agencies","Aligning client employers on evaluation standards for placed candidates","persona-staffing-agency",[235,238,242,246,250,254,258],{"situation":236,"recommended_template":88,"slug":237},"Full-cycle HR policy covering the entire employment lifecycle","employee-handbook-D712",{"situation":239,"recommended_template":240,"slug":241},"Performance review at the end of the 90-day period","Employee Performance Review","how-to-review-employee-performance-D12595",{"situation":243,"recommended_template":244,"slug":245},"Documenting a performance issue that arises during probation","Employee Warning Notice","warning-notice-D622",{"situation":247,"recommended_template":248,"slug":249},"Separating an employee who does not pass probation","Employee Termination Letter","employee-dismissal-letter-D508",{"situation":251,"recommended_template":252,"slug":253},"Capturing individual goals agreed at the start of probation","Employee Development Plan","employee-training-and-development-record-D12689",{"situation":255,"recommended_template":256,"slug":257},"Extending probation beyond 90 days due to leave or performance","Probation Extension Letter","extension-of-a-lease-D1176",{"situation":259,"recommended_template":260,"slug":261},"Confirming successful completion of probation in writing","Probation Confirmation Letter","booking-confirmation-letter-D13604",[263,266,269,272,275,278,281,284,287,290],{"term":264,"definition":265},"Probationary Period","A defined initial employment period — typically 30 to 90 days — during which both employer and employee assess fit before the relationship is confirmed on a permanent basis.",{"term":267,"definition":268},"Employment Confirmation","A formal notice issued at the end of a successful probation period stating that the employee has met the required standards and is confirmed as a permanent member of staff.",{"term":270,"definition":271},"Performance Expectations","Specific, measurable standards an employee must meet during probation, defined by role, department, and manager before or on the first day.",{"term":273,"definition":274},"30-60-90 Day Check-In","A structured series of three scheduled reviews — at 30, 60, and 90 days — where the manager and employee assess progress against the agreed expectations.",{"term":276,"definition":277},"Success Criteria","The explicit outcomes, behaviors, and competencies that define what 'passing' probation looks like for a given role.",{"term":279,"definition":280},"Separation Without Cause","Ending an employment relationship for reasons other than specific misconduct — typically poor fit or unmet performance expectations — which in many jurisdictions requires notice or pay in lieu.",{"term":282,"definition":283},"Tenure Protection","Employment law provisions in many jurisdictions that make it harder and more costly to terminate an employee after they have accumulated a defined length of service.",{"term":285,"definition":286},"At-Will Employment","A US employment doctrine under which either party may end the relationship at any time for any lawful reason; the existence of a probationary policy does not create or remove at-will status.",{"term":288,"definition":289},"Constructive Dismissal","A situation where an employer significantly changes employment conditions during probation — without agreement — to the point the employee is effectively forced to resign.",{"term":291,"definition":292},"Extension of Probation","A formal decision to lengthen the evaluation period beyond the original 90 days, typically due to extended leave, late start, or borderline performance that warrants more observation.",[294,299,304,309,314,319,324,329,334],{"name":295,"plain_english":296,"sample_language":297,"common_mistake":298},"Policy purpose and scope","States why the policy exists, which employees it applies to, and how it fits within the broader employment relationship.","This policy applies to all employees of [COMPANY NAME] hired on or after [EFFECTIVE DATE]. Its purpose is to establish a consistent, documented framework for evaluating new employee performance and cultural fit during the first 90 calendar days of employment.","Excluding part-time or fixed-term hires from the scope without a deliberate reason — inconsistent application creates discrimination risk if only certain groups face structured evaluation.",{"name":300,"plain_english":301,"sample_language":302,"common_mistake":303},"Definition of the probationary period","Defines the 90-day window precisely — when it starts, how calendar days are counted, and what happens if the employee takes leave during the period.","The probationary period begins on the employee's first day of active employment and runs for 90 consecutive calendar days. Days of approved leave (sick, personal, or unpaid) do not count toward the 90-day period and will extend the end date accordingly.","Failing to specify whether the 90 days are calendar days or business days — ambiguity here creates disputes about when the period actually ends.",{"name":305,"plain_english":306,"sample_language":307,"common_mistake":308},"Performance expectations and goals","Requires the manager to set specific, documented expectations for the role before or on day one, so the employee knows exactly what they are being evaluated against.","Before or on the employee's first day, the hiring manager shall document role-specific performance expectations in a 90-Day Goal Sheet (Appendix A) and review them with the employee at the Day 1 orientation meeting. Goals must be specific, measurable, and achievable within 90 days.","Leaving expectations verbal rather than written — without documentation, a separation decision at Day 89 is nearly impossible to defend if challenged.",{"name":310,"plain_english":311,"sample_language":312,"common_mistake":313},"Structured check-in schedule","Mandates formal one-on-one reviews at 30, 60, and 90 days with documented outcomes, so performance issues surface early rather than at the final review.","Managers shall conduct documented check-in meetings at Day 30, Day 60, and Day 90. Each check-in must be recorded on the Probationary Review Form (Appendix B), signed by both parties, and retained in the employee's personnel file.","Scheduling all three check-ins in the last two weeks of probation, which eliminates the early-warning benefit and leaves no time to address performance gaps.",{"name":315,"plain_english":316,"sample_language":317,"common_mistake":318},"Evaluation criteria and rating guidance","Defines the dimensions on which the employee is assessed — such as job knowledge, quality of work, attendance, teamwork, and adherence to policy — and provides a rating scale.","Employees are assessed across five dimensions: (1) Role-Specific Competencies, (2) Quality and Accuracy of Work, (3) Attendance and Punctuality, (4) Collaboration and Communication, and (5) Adherence to Company Policies. Each dimension is rated: Exceeds Expectations / Meets Expectations / Needs Improvement / Unsatisfactory.","Using a single overall rating instead of dimension-level scores — a single number cannot justify a separation decision or identify where coaching should focus.",{"name":320,"plain_english":321,"sample_language":322,"common_mistake":323},"Manager and employee responsibilities","Clearly separates what the manager must do (set goals, conduct check-ins, document feedback) from what the employee must do (complete onboarding tasks, meet standards, raise concerns promptly).","Manager responsibilities: set written expectations by Day 1; conduct all three check-ins on schedule; submit completed review forms to HR within 5 business days of each meeting. Employee responsibilities: complete all mandatory onboarding training by Day 14; actively solicit feedback; flag concerns to the manager or HR within 48 hours of arising.","Placing all obligations on the employee with no documented manager duties — this makes the process look one-sided and weakens its defensibility.",{"name":325,"plain_english":326,"sample_language":327,"common_mistake":328},"Employment confirmation process","Describes what happens when probation is passed — including the written confirmation notice, any changes to benefits eligibility, and how the transition to permanent status is communicated.","If the employee meets or exceeds expectations at the Day 90 review, the manager shall issue a Probationary Confirmation Letter (Appendix C) within 5 business days. HR will update the employee's status to Permanent and activate any benefits that were deferred during probation, effective on Day 91.","Not issuing a written confirmation and simply doing nothing — employees who hear nothing assume they have passed, which can create implied permanent-status arguments even if they technically have not.",{"name":330,"plain_english":331,"sample_language":332,"common_mistake":333},"Probation extension procedure","Provides a mechanism to extend probation by up to 30 additional days when the employee's performance is borderline or when they missed significant time, rather than forcing an immediate confirmation-or-separation decision.","Where performance is borderline, or where approved leave reduced active working time by 10 or more days, the manager may recommend a probation extension of up to 30 calendar days with written approval from HR. The extension must be communicated to the employee in writing before Day 90, with specific improvement targets documented.","Extending probation without documenting new targets — an extension that simply delays the decision without adding clarity gives the employee no actionable path and adds legal exposure.",{"name":335,"plain_english":336,"sample_language":337,"common_mistake":338},"Separation during or at end of probation","Defines the process for ending employment when the employee does not meet the standard — including required notice, documentation, and the manager's role in the decision.","If the employee does not meet the required standard by Day 90 (or the extended end date), the manager shall notify HR at least 5 business days before the probation end date. HR will confirm applicable notice or pay-in-lieu requirements, prepare the separation documentation, and schedule the exit meeting. The separation decision must be documented on the final Probationary Review Form with specific performance evidence.","Waiting until Day 90 to notify HR of a separation that has been anticipated for weeks — last-minute separations skip required notice periods and reduce time to gather documentation.",[340,345,350,355,360,365,370,375],{"step":341,"title":342,"description":343,"tip":344},1,"Customize scope and effective date","Replace [COMPANY NAME] and [EFFECTIVE DATE] in the policy header. Confirm which employee categories the policy covers — full-time, part-time, fixed-term — and note any deliberate exclusions in the scope section.","Set the effective date to align with your next cohort of new hires so the first group goes through the full documented process from day one.",{"step":346,"title":347,"description":348,"tip":349},2,"Define the goal-setting requirement for managers","Confirm the appendix format for the 90-Day Goal Sheet — either use the template's Appendix A as-is or link to a form already in use in your HRIS. Make sure the policy language requires goals to be set before or on the employee's first day.","A template Goal Sheet with five pre-filled competency areas reduces the time managers spend writing expectations and increases consistency across departments.",{"step":351,"title":352,"description":353,"tip":354},3,"Set check-in dates and calendar reminders","After publishing the policy, create recurring calendar templates or HRIS triggers that automatically schedule Day 30, 60, and 90 check-ins when a new hire is added. The policy only works if the meetings actually happen.","Schedule the Day 90 check-in at Day 85 — leaving yourself a five-day buffer to prepare confirmation or separation documentation before the period ends.",{"step":356,"title":357,"description":358,"tip":359},4,"Calibrate your evaluation criteria to the role level","Review the five evaluation dimensions in Section 5 and adjust weighting or language for different role families. A customer-facing role may weight collaboration and communication more heavily; a technical role may foreground quality and accuracy.","Keep the same five dimensions across all roles so scores are comparable across the organization — change the descriptor examples, not the dimension names.",{"step":361,"title":362,"description":363,"tip":364},5,"Assign HR sign-off thresholds","Decide at what rating level a manager must involve HR before acting — for example, any 'Unsatisfactory' rating on two or more dimensions at the Day 60 check-in should trigger an HR conversation before Day 90.","Early HR involvement in borderline cases reduces the chance of a surprise separation and gives the employee a documented improvement opportunity.",{"step":366,"title":367,"description":368,"tip":369},6,"Prepare confirmation and separation letter templates","Link the policy's appendices to your existing confirmation and termination letter templates, or use the Business in a Box Probation Confirmation Letter and Employee Termination Letter. Confirm that the letters reference this policy by name.","Having the letters pre-drafted and stored in your HRIS means confirmation can be issued the same day as the Day 90 review — removing administrative lag that causes confusion.",{"step":371,"title":372,"description":373,"tip":374},7,"Train managers before rollout","Run a 30-minute manager briefing covering the check-in schedule, how to complete the review form, and the escalation path for underperformance. The policy only creates protection if managers follow the documented process.","Walk managers through one anonymized example of a borderline case — including exactly what documentation they would need to support a separation — before they have their first probation conversation.",{"step":376,"title":377,"description":378,"tip":379},8,"File executed review forms in personnel records","Confirm with HR that signed Probationary Review Forms are stored in each employee's personnel file or HRIS profile within five business days of each check-in. Unfiled forms are as good as nonexistent in a dispute.","Audit the filing compliance of the first three cohorts who go through the new policy — it is easier to fix gaps early than to reconstruct documentation months later.",[381,385,389,393,397,401],{"mistake":382,"why_it_matters":383,"fix":384},"Setting expectations verbally rather than in writing","Without a signed Day 1 goal document, a separation at Day 89 rests entirely on the manager's memory. Employment tribunals and HR investigations require contemporaneous written evidence.","Require every manager to complete and co-sign the 90-Day Goal Sheet on the employee's first day, with a copy filed in HR before Day 3.",{"mistake":386,"why_it_matters":387,"fix":388},"Skipping the Day 30 and Day 60 check-ins","Conducting only the Day 90 review eliminates early-warning visibility and means issues are raised for the first time at the decision point — giving the employee no chance to improve and exposing the company to a procedural fairness challenge.","Automate calendar invites for all three check-ins when the hire is entered in the HRIS, and require manager confirmation that each meeting occurred.",{"mistake":390,"why_it_matters":391,"fix":392},"Issuing no written notice when the employee passes probation","Silence at Day 90 creates ambiguity about whether probation was completed — employees and managers may have conflicting understandings of employment status, which complicates future performance management.","Issue a signed Probation Confirmation Letter within five business days of a successful Day 90 review, regardless of how obvious the outcome seems.",{"mistake":394,"why_it_matters":395,"fix":396},"Waiting until Day 90 to notify HR of a planned separation","Last-minute separations compress the time available to prepare documentation, confirm notice obligations, and schedule the exit meeting — increasing the risk of procedural errors that generate legal liability.","Require managers to notify HR at least five business days before the probation end date whenever separation is anticipated, and build this requirement explicitly into the policy.",{"mistake":398,"why_it_matters":399,"fix":400},"Extending probation with no new documented targets","An extension that simply adds 30 days without specifying what the employee must achieve provides no actionable path to improvement and signals inconsistency — it also extends your exposure period without improving your documentation.","Any extension notice must include at least three specific, measurable improvement targets and a midpoint check-in scheduled for Day 15 of the extension.",{"mistake":402,"why_it_matters":403,"fix":404},"Applying the policy inconsistently across employee groups","Using the 90-day process for some new hires but not others — particularly if the pattern correlates with protected characteristics — creates discrimination exposure that the policy was designed to prevent.","Apply the policy uniformly to every new hire covered by the stated scope, document any deliberate exceptions in writing, and audit application rates quarterly.",[406,409,412,415,418,421,424,427,430],{"question":407,"answer":408},"What is a 90-day probationary period policy?","A 90-day probationary period policy is an HR document that formalizes the evaluation window for new employees — defining performance expectations, a structured check-in schedule, success criteria, and the process for either confirming permanent employment or separating the employee before tenure protections fully apply. It gives both parties a clear, documented framework for assessing fit before the relationship becomes harder to exit.\n",{"question":410,"answer":411},"Is a probationary period legally required?","No jurisdiction requires employers to use a formal probationary period. However, many employment laws and collective agreements recognize the concept and attach different rights or procedures to the period before and after permanent status is reached. Documenting and consistently applying a policy gives employers a defensible basis for separation decisions during the early employment phase.\n",{"question":413,"answer":414},"Does a probationary period change at-will employment status in the US?","Not automatically. In most US states, employment remains at-will regardless of whether a probationary policy exists. However, poorly worded probationary policies have been used by courts to imply that employees can only be terminated for cause after the period ends. To avoid this, include an explicit statement that the policy does not alter at-will status if that is the employer's intent.\n",{"question":416,"answer":417},"Can a probationary period be extended beyond 90 days?","Yes, provided the policy includes an extension procedure and the employee is notified in writing before the original end date. Extensions are typically capped at 30 additional days and require documented improvement targets. Extending probation indefinitely without a decision is not advisable — it creates uncertainty for the employee and weakens the employer's position if a separation eventually becomes necessary.\n",{"question":419,"answer":420},"What should a 90-day check-in cover?","Each check-in should review progress against the goals documented on Day 1, rate the employee on each evaluation dimension, identify any performance gaps with specific examples, agree on corrective actions or coaching support if needed, and give the employee an opportunity to raise concerns. The completed form should be signed by both parties and filed in HR the same week.\n",{"question":422,"answer":423},"What documentation do I need to separate an employee during probation?","You need the signed Day 1 Goal Sheet confirming expectations were communicated, completed and signed review forms from each check-in that occurred, specific documented examples of unmet performance standards, and a record that the employee was given feedback and an opportunity to improve. Jurisdictions outside the US may also require a notice period or pay in lieu even during probation — check local employment standards before acting.\n",{"question":425,"answer":426},"Can an employee grieve or appeal a separation during probation?","In non-unionized workplaces, probationary employees typically have fewer formal appeal rights than permanent employees. However, employees can still file claims for wrongful dismissal based on discriminatory grounds, procedural failures, or breach of contract. Consistently applying the documented policy process is the primary protection against such claims.\n",{"question":428,"answer":429},"Should the 90-day probationary period policy be part of the employee handbook?","Yes — the policy should be incorporated into your employee handbook so new hires receive it as part of onboarding and acknowledge it in writing. It should also be referenced in the employment contract and in offer letters so employees are aware of the evaluation structure before their first day.\n",{"question":431,"answer":432},"How does a probationary period policy differ from a performance improvement plan?","A probationary period policy applies to all new hires from day one and sets baseline expectations for the role. A performance improvement plan (PIP) is issued to an existing employee — typically past probation — who has fallen below standard, and sets a time-limited remediation target. A poorly performing probationary employee who is not separated may later require a PIP, but the two documents serve different stages and purposes.\n",[434,438,442,446],{"industry":435,"icon_asset_id":436,"specifics":437},"Professional Services","industry-professional-services","Client-facing roles require rapid competency demonstration; check-ins typically assess billable readiness, communication quality, and client feedback alongside internal metrics.",{"industry":439,"icon_asset_id":440,"specifics":441},"Retail / Hospitality","industry-retail","High turnover environments benefit most from a consistent 90-day process; evaluation criteria emphasize attendance, customer interaction quality, and adherence to operational standards.",{"industry":443,"icon_asset_id":444,"specifics":445},"Technology / SaaS","industry-saas","Technical roles require goal-setting that separates ramp time from performance — early milestones focus on system access, codebase familiarity, and first shipped task rather than full output.",{"industry":447,"icon_asset_id":448,"specifics":449},"Healthcare","industry-healthtech","Credentialing, mandatory training completion, and patient safety protocol adherence must be built into the evaluation criteria alongside standard performance dimensions.",[451,454,457,460],{"vs":240,"vs_template_id":452,"summary":453},"employee-performance-review-D1258","A performance review is a periodic evaluation — typically annual or semi-annual — used for established employees to assess achievements, set goals, and determine compensation changes. A 90-day probationary policy is a new-hire evaluation framework with a binary outcome: confirm or separate. The probationary policy is time-limited and purpose-built for onboarding risk management, while the performance review is an ongoing management tool.",{"vs":244,"vs_template_id":455,"summary":456},"employee-warning-notice-D502","An employee warning notice documents a specific policy violation or performance failure and is typically issued to employees past their probationary period as part of a formal progressive discipline process. A probationary period policy governs the entire 90-day evaluation window and does not require a formal warning before separation. Both documents should be used together when a new hire shows significant problems during probation — the warning creates a paper trail that supports the separation decision.",{"vs":252,"vs_template_id":458,"summary":459},"employee-development-plan-D13312","An employee development plan maps long-term skill growth, career trajectory, and training goals for an established employee. A 90-day probationary policy focuses narrowly on whether the new hire meets the baseline requirements of their role. Development plans are appropriate once probation is passed and permanent status confirmed — initiating one before completion implies the employee has already been retained.",{"vs":88,"vs_template_id":237,"summary":461},"An employee handbook is a comprehensive policy reference covering all aspects of employment — conduct, benefits, leave, and disciplinary procedures. The 90-day probationary period policy is a single-purpose document that can stand alone or be incorporated as a chapter in the handbook. Use the standalone policy when you need a dedicated document to issue alongside the employment contract at onboarding; use the handbook chapter when you want all HR policies in one place.",{"use_template":463,"template_plus_review":467,"custom_drafted":471},{"best_for":464,"cost":465,"time":466},"SMBs and startups standardizing their new-hire evaluation process for the first time","Free","1–2 hours to customize and train managers",{"best_for":468,"cost":469,"time":470},"Companies in jurisdictions with strong employment protections or with unionized workforces","$200–$500 for an HR consultant or employment lawyer review","3–5 business days",{"best_for":472,"cost":473,"time":474},"Enterprises with complex role hierarchies, multi-jurisdiction operations, or existing collective agreements","$800–$2,500","1–3 weeks",[237,241,245,249,253,476,477,478,479,480,481,482],"employment-agreement_at-will-employee-D541","job-offer-letter-long-D12769","checklist-when-should-you-fire-an-employee-D507","how-to-create-a-performance-improvement-plan-D12564","checklist_new-employee-orientation-D566","reference-check-letter-D601","exit-interview-questionnaire-D13686",{"emit_how_to":484,"emit_defined_term":484},true,{"primary_folder":97,"secondary_folder":486,"document_type":487,"industry":488,"business_stage":489,"tags":490,"confidence":494},"onboarding","policy","general","all-stages",[486,487,491,492,493],"employment","hr","probationary-period",0.95,"\u003Ch2>What is a 90-Day Probationary Period Policy?\u003C/h2>\n\u003Cp>A \u003Cstrong>90-Day Probationary Period Policy\u003C/strong> is an HR policy document that defines the structured evaluation window applied to all new employees during their first 90 calendar days of employment. It establishes written performance expectations, a mandatory check-in schedule at 30, 60, and 90 days, dimension-level evaluation criteria, and the formal process for either confirming permanent employment status or ending the relationship before tenure protections and benefit vesting take full effect. Unlike a generic onboarding checklist, this policy creates a documented, defensible framework that applies consistently across roles and departments — giving both managers and new hires a clear understanding of what success looks like and what the consequences of underperformance are.\u003C/p>\n\u003Ch2>Why You Need This Document\u003C/h2>\n\u003Cp>Without a written probationary period policy, separation decisions during the early employment phase rest entirely on a manager's undocumented impressions — which is precisely the kind of evidence that fails in a wrongful dismissal claim or HR investigation. Companies that skip the policy often discover the gap only when they need it: at Day 88, with a new hire who clearly isn't working out, no signed goal sheet, no check-in records, and no paper trail to support the decision. Beyond protecting the company in a dispute, a well-run 90-day evaluation process directly improves retention — early, documented feedback gives new hires the information they need to course-correct before a small performance gap becomes a separation. This template gives you a ready-to-deploy policy that takes under two hours to customize, covering every stage from Day 1 goal-setting to the confirmation letter or exit meeting, so your managers have a consistent, legally grounded process to follow from the first new hire onward.\u003C/p>\n",1781185977113]